1. How can you digital
technologies to improve
organizational performance?

2. Agenda
I. CHAT
II. The New World of Work
III. Productivity today
IV. Digital Workspaces
V. The Building Blocks
VI. The Value Proposition
VII. Market metaphores
VIII. The value architect™
IX. Conclusion and Perspectives
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3. What are the three major building blocks that
are digitally transforming the customer
experience? Can you give an example of
each?
Which examples do the authors give of
transforming internal processes through
process digitization?
The article also suggests that digital
strategies can transform corporate business
models. What exactly is a business model
and how can it be improved digitally?
The authors argue that digital transformation
requires strong leadership to drive change.
Which level of leaders are they referring, and
on what do they need to focus?

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Economic transformation: The
transformation from a manufacturing-based
economy to a services-based economy
now underway throughout the developed
world will accelerate.
One World of Business. Political and
economic dynamics are forging a single
global market, a global workforce, global
customers, partners, and suppliers.
Always On, Always Connected. The
challenges of the ―always on, always
connected‖ world will be converting
information into insights; managing time
and staying focused on high priority tasks
Competing for Talent in a Shrinking
Workforce: Because demographics show
an aging, shrinking workforce in most of the
developed world over the next 50
years, maximizing the productivity of the
workers that are available is critical.

6. "Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes from
services embedded in the product
• Pine and Gilmore argued that
differentiation today comes from
creating ―experiences‖
• Starbucks, Michelin, Hermès, Apple
• Companies provide ―stages‖,
managers are ―actors‖, customers are
active ―spectators‖
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7. What meaning do we attach to
the data?
Frame
Cloud
Figure (s)
Oracle
Antonello da Messina
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8. ©2013 L. SCHLENKER
Transformation
Limited
Pervasive
Time
Degreeofeconomicimpact
Digital
distribution
and web
strategy
• Web strategy and
e-commerce)
• Creating efficiency
through web
strategy (e.g.
Government)
Digital
transformation
• Mobile revolution
• Social media
• ―Hyper digitization‖
• Power of the cloud and
crowd
• Downstream & upstream
innovation
• Organize without an
organization
• New ―currencies‖
• Internet of things
• Analytics
2000sLate 1990s 2010s
Digital products
(e.g., music,
entertainment)
Digital distribution
and web strategy
• Web strategy and
e-commerce
• Creating efficiency
through web
strategy
Digital transformation
Mobile revolution
―Hyper digitization‖
Social media
Power of the cloud and crowd
Downstream & upstream innovation
Organize without an organization
New ―currencies‖
Internet of things
Analytics
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9. ©2013 L. SCHLENKER
© Inforcentric Research, 2013
•A demarcation line between an
Intranet and the Digital
Workplace at the point where
more specific work support is
offered
•The stages are not defined by
which functions are offered, but
rather by how far the respective
support offered goes
•This model tries to give a first
impression about the changing
composition of the technology
portfolio required in each stage.
http://intranet-
matters.de/resources/intranet-maturity-
models/
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10. ©2013 L. SCHLENKER
Sam Marshall, ClearBox
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11. Information
• Data
• Content
• Knowledge
Infrastructure
• Software
• Applications
• Platforms
Interfaces
• One Tier
• Three Tier
• Connected
@2014 L. SCHLENKER

12. ©2013 L. SCHLENKER
Deloitte The digital workplace: Think, share, do

13. Physical
• Transform
• Supply chain
• Availability
Digital
• Communicate
• Information
flows
• Pertinence
Financial
• Monetize
• Financial flow
• Effeciency
@2014 L. SCHLENKER

14. ©2013 L. SCHLENKER
Process Digitization
Automation can enable companies to refocus
their people on more strategic tasks
Worker Enablement
Individual-level work has, in essence, been
virtualized — separating the work process from
the location of the work
Performance Management
Transactional systems give executives deeper
insights into products, regions and customers,
allowing decisions to be made on real data and
not on assumptions
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15. ©2013 L. SCHLENKER
•Improve your
understanding of the
customer demand
•Improve the quality of the
organizational response
• Improve the
organization’s ability to
measure the added value
Deloitte The digital workplace: Think, share, do

16. ©2013 L. SCHLENKER
Digitally Modified Businesses
Finding ways to augment physical with
digital offerings and to use digital to
share content across organizational silos
New Digital Businesses
Companies are also introducing digital
products that complement traditional
products
Digital Globalization
Companies are increasingly transforming
from multinational to truly global
operations
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17. Experience
• Customer
• Employee
• Partner
Analytics
• Automation
• Optimization
• Personalization
Perspective
• Cause - Effect
• Cause - Cause
• Effect - Effect

18. ©2013 L. SCHLENKER
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19. ©2013 L. SCHLENKER
•Focusing on the evolution of people in
the context of a Digital Workplace
(c) Philipp Rosenthal 2013 (@for_desire_it)
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20. ©2013 L. SCHLENKER
Communication and
Business Intelligence
Collaboration and
Community
Services and Workflow
Structure and Coherence
Mobility and Flexibility
Strategic Alignment and
Management
Organisational Readiness
© Digital Workplace Forum, 2013
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21. ©2013 L. SCHLENKER
Customer Understanding
Companies are starting to take advantage of
previous investments in systems to gain an in-
depth understanding of specific geographies
and market segments
Top-Line Growth
Companies are using technology to enhance
in-person sales conversations.
Customer Touch Points
Customer service can be enhanced
significantly by digital initiatives
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22. • What uniquely defines the persona of
our customers?
• What is different about their customer
journey?
• What are the touch points they
frequent, how do they use them, and
with what devices?
• What are their expectations, what do
they value, and how do they define
success?
• How are they influenced, and by
whom? How and whom do they in turn
influence?

23. ©2013 L. SCHLENKER
© 2011 MIT Center for Digital Business
and Capgemini Consulting
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24. ©2013 L. SCHLENKER

25. • Cecile Balmond – Informal
• (Work) spaces aren’t bound by
technology but by vision
• Rules aren’t boundaries, just
considerations
• Vision, actors, events,
outcomes, gateways
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•The vision - how will the Idea Factory
showcase your theme?
•The design - what types of equipment
(furniture, supplies, technologies…) will support
this vision.
•The events - which specific events
(conferences, workshops, coffee breaks...) will
be held ?
•The results - how do you recommend
evaluating the results of your vision ?