The assessment which was conducted for the Sports and Entertainment Alliance in Technology (SEAT) conference held in San Francisco this past July 19-22, 2015, was completed by digital and technology leaders from the National Hockey League, the National Basketball Association, Major League Soccer, Major League Baseball, National Football League as well as college sports and venues. SEAT is the largest Sports and Entertainment technology conference held annually in the U.S. and Europe.
The survey demonstrated that:
• The majority of the teams and venues have a strong digital strategy but only 13% said there is an enterprise digital vision, owned and communicated by the Executive team.
• 69% say there is a high level of partner integration to improve customer service and fan experience but many teams (58%) are still struggling with platform integration and legacy systems.
• The current inability to have a single view of the fan/ customer is as a key barrier to improved business performance for many organizations.
Digital Maturity - A Client & Agency Perspectivedelissat
Digital Maturity. What is it? Are you there yet?
Believe it or not, many corporate organizations (and some communications agencies) have not yet reached digital maturity. Many lag behind the general public’s ability to adapt to the new digital marketplace. This session provides you an insight into key markers of what a digitally mature organization looks and acts like.
The days of delegating the digital strategy to the marketing team and technology issues to the I.T. team are over. Digital strategy is often thought of in terms of channels: social media, mobile, web. However, as the digital strategy crosses organizational boundaries (marketing, operations, PR, e-business, I.T, customer service), it demands unprecedented collaboration between departments who must work together towards a common vision. Business leaders must understand the threats and opportunities across the spectrum of the business and make strategic decisions about which initiatives to focus on first. Successfully transitioning your organization into a digital business must be led from the top down and supported from the bottom up.
Digital maturity model_Jiří Logojda EtneteraSEMrush CZ
Saying that design should be based on data is not enough. We are developing a framework of Digital Maturity. What is its purpose? How does it help our partners in their business and strategy and what it means for our design process?
Do You Have the Right Business Strategy for Your Digital Maturity Level?
Assessing your digital maturity can unlock further transformation programme funding
Digital maturity isn't about having the latest technology
Digital maturity should be assessed in the context of your organisation
[AIIM17] Digital Transformation in 2017 – And the people said… - Bob Larrivee...AIIM International
Did you know that 43% of those polled feel they are Outlanders – lagging behind their peers – when it comes to eliminating duplicative efforts in content creation? Thirty-nine percent see themselves as Citizens – on par with their peers, while 14% feel they are Trailblazers – ahead of the pack. Where do you think you are when it comes to eliminating duplicative content creation? In this session, we will present some of the key findings from the 2017 AIIM State of the Industry Report on Digital Transformation, what it all means, and how to take some steps to move an organization forward in the digital transformation journey.
Learn about the current state of Information Management in AIIM’s latest report: http://info.aiim.org/2017-state-of-information-management
Digital Maturity - A Client & Agency Perspectivedelissat
Digital Maturity. What is it? Are you there yet?
Believe it or not, many corporate organizations (and some communications agencies) have not yet reached digital maturity. Many lag behind the general public’s ability to adapt to the new digital marketplace. This session provides you an insight into key markers of what a digitally mature organization looks and acts like.
The days of delegating the digital strategy to the marketing team and technology issues to the I.T. team are over. Digital strategy is often thought of in terms of channels: social media, mobile, web. However, as the digital strategy crosses organizational boundaries (marketing, operations, PR, e-business, I.T, customer service), it demands unprecedented collaboration between departments who must work together towards a common vision. Business leaders must understand the threats and opportunities across the spectrum of the business and make strategic decisions about which initiatives to focus on first. Successfully transitioning your organization into a digital business must be led from the top down and supported from the bottom up.
Digital maturity model_Jiří Logojda EtneteraSEMrush CZ
Saying that design should be based on data is not enough. We are developing a framework of Digital Maturity. What is its purpose? How does it help our partners in their business and strategy and what it means for our design process?
Do You Have the Right Business Strategy for Your Digital Maturity Level?
Assessing your digital maturity can unlock further transformation programme funding
Digital maturity isn't about having the latest technology
Digital maturity should be assessed in the context of your organisation
[AIIM17] Digital Transformation in 2017 – And the people said… - Bob Larrivee...AIIM International
Did you know that 43% of those polled feel they are Outlanders – lagging behind their peers – when it comes to eliminating duplicative efforts in content creation? Thirty-nine percent see themselves as Citizens – on par with their peers, while 14% feel they are Trailblazers – ahead of the pack. Where do you think you are when it comes to eliminating duplicative content creation? In this session, we will present some of the key findings from the 2017 AIIM State of the Industry Report on Digital Transformation, what it all means, and how to take some steps to move an organization forward in the digital transformation journey.
Learn about the current state of Information Management in AIIM’s latest report: http://info.aiim.org/2017-state-of-information-management
A methodology for Digital Transformation in EnterprisesBiju Shoolapani
The road to digital transformation requires considerations on various aspects related to cultural, organizational, functional and technology. This presentation identifies the key steps towards starting the digital transformation journey and was done to demonstrate the same for educational institutions in particular. The steps are generic and can be applied to organizations and businesses.
Digitally mature organisations are more competitive. But how to get there? We help measure your digital maturity. Both quick wins and a structural approach result from it.
The Road to Digital Maturity for Investment ManagersKurtosys Systems
Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in theroad to digital maturity with investment managers in mind.
The Digital Maturity Matrix -A Methodology for Digital TransformationJoakim Jansson
Based on the brand new book LEADING DIGITAL TRANSFORMATION. Available on Amazon.
This methodology is made to help boards, CEOs and management teams take command in its digital transformation. To gain control without controlling.
Digital disruption is changing industries one by one and business need to transform to stay competitive. But with so many digital opportunities, limited resources and let's face it, often limited understanding how should the digital transformation be carried out?
That´s what the Digital Maturity Matrix is all about. What we have come up with is a step by step method on how to transform a company into a winner in a digital world. It is about doing the right things at the right time and to know when it is time to answer Why? Where? How? What? and When?
The methodology is developed in co-creation with some 40 people including both researchers, CEO's and specialists. It is used in businesses today with great success.
It aims at providing:
-An understanding of the width and depth of digital transformation
-Control - without controlling
-Clear recommendations
-Buy-in at all levels
-Increased ROI
Hope you like it! Please contact us if you'd like to know more.
The landscape of digital is a demanding one. The last 5 years has seen some of the most fundamental shifts in how organisations are changing to meet the needs, demands and opportunities presented in this digital age. Transform's digital maturity index, DMI 2015, features the views of 227 digital leaders and includes insights from Matt Watkinson, author of The Ten Principles Behind Great Customer Experiences.
Presentation for IT& Finance Directors-conference at the #charityfinanceweek October 2018.
Digital maturity - why should your charity care and how to plan to go up a level. Includes the description of Digital Leadership's digital maturity framework and self-assessment.
Top 5 Digital Transformation Strategy MythsNiall McKeown
Myth 1: Implementing Technology is not the same as Digital Transformation
Myth 2: Creating Operational Efficiency leads to Digital Transformation
Myth 3: Improving Digital Marketing creates a Digitally Transformed Organisation
Myth 4: All Digital Transformation Strategies are Good Strategies
Myth 5: Agile, Lean, Sprints are Digital Transformation Strategy Planning Techniques.
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Building Digital Strategy Roadmap For Digital Transformation Complete DeckSlideTeam
Digital strategy roadmap is a blueprint for aligning business goals with your digital strategy. It shows how the company plans to embrace digital technologies to grow business and create better customer experience in the long term. Creating a digital strategy roadmap is not simply listing out key digital initiatives and giving them a tentative timeline. It follows an extensive research process which starts with Digital Review. It starts with uncovering consumer insights and market insights. One then develops Digital Strategy keeping in mind the digital goals and key initiatives in the short and long term. The third step in this process is Digital Planning which involves setting realistic time frame for implementing digital initiatives. The final steps involve setting KPIs for measuring the success of digital strategy. Taking the healthcare sector as a case study, our researchers have outlined the digital landscape of the industry and showed key digital strategies a healthcare provider wishes to implement for digital transformation. https://bit.ly/3bL7TlW
Slides for Altimeter's webinar: Strengthening Employee Relationships in the Digital Era
Watch the webinar replay at: http://www.slideshare.net/Altimeter/recording-strengthening-employee-relationships-in-the-digital-era-by-altimeter-group
Download the report at: pages.altimetergroup.com/strengthening-employee-relationships-report.html
Description:
Employees are disengaged at work. Yet Altimeter found that only 46% of organizations take a strategic approach to employee engagement, and only 43% believe they have an organizational culture of trust and empowerment.
In this 1-hour webinar, Charlene Li and Jon Cifuentes share research on how leading organizations use social and digital technologies to create holistic employee engagement strategies that drive business impact and cultural change.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Slides from the talk at the Big Media & Enterprise WordPress London Meetup on Mar 10 by @luke_oatham and @lesteph of @helpfulhq
More details at: http://govintra.net
The World's Leading Digital Sports Content Group - Presentation by Oliver Slipper, CEO of Perform Group at the NOAH 2013 Conference in London, Old Billingsgate on the 13th of November 2013.
A methodology for Digital Transformation in EnterprisesBiju Shoolapani
The road to digital transformation requires considerations on various aspects related to cultural, organizational, functional and technology. This presentation identifies the key steps towards starting the digital transformation journey and was done to demonstrate the same for educational institutions in particular. The steps are generic and can be applied to organizations and businesses.
Digitally mature organisations are more competitive. But how to get there? We help measure your digital maturity. Both quick wins and a structural approach result from it.
The Road to Digital Maturity for Investment ManagersKurtosys Systems
Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in theroad to digital maturity with investment managers in mind.
The Digital Maturity Matrix -A Methodology for Digital TransformationJoakim Jansson
Based on the brand new book LEADING DIGITAL TRANSFORMATION. Available on Amazon.
This methodology is made to help boards, CEOs and management teams take command in its digital transformation. To gain control without controlling.
Digital disruption is changing industries one by one and business need to transform to stay competitive. But with so many digital opportunities, limited resources and let's face it, often limited understanding how should the digital transformation be carried out?
That´s what the Digital Maturity Matrix is all about. What we have come up with is a step by step method on how to transform a company into a winner in a digital world. It is about doing the right things at the right time and to know when it is time to answer Why? Where? How? What? and When?
The methodology is developed in co-creation with some 40 people including both researchers, CEO's and specialists. It is used in businesses today with great success.
It aims at providing:
-An understanding of the width and depth of digital transformation
-Control - without controlling
-Clear recommendations
-Buy-in at all levels
-Increased ROI
Hope you like it! Please contact us if you'd like to know more.
The landscape of digital is a demanding one. The last 5 years has seen some of the most fundamental shifts in how organisations are changing to meet the needs, demands and opportunities presented in this digital age. Transform's digital maturity index, DMI 2015, features the views of 227 digital leaders and includes insights from Matt Watkinson, author of The Ten Principles Behind Great Customer Experiences.
Presentation for IT& Finance Directors-conference at the #charityfinanceweek October 2018.
Digital maturity - why should your charity care and how to plan to go up a level. Includes the description of Digital Leadership's digital maturity framework and self-assessment.
Top 5 Digital Transformation Strategy MythsNiall McKeown
Myth 1: Implementing Technology is not the same as Digital Transformation
Myth 2: Creating Operational Efficiency leads to Digital Transformation
Myth 3: Improving Digital Marketing creates a Digitally Transformed Organisation
Myth 4: All Digital Transformation Strategies are Good Strategies
Myth 5: Agile, Lean, Sprints are Digital Transformation Strategy Planning Techniques.
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Building Digital Strategy Roadmap For Digital Transformation Complete DeckSlideTeam
Digital strategy roadmap is a blueprint for aligning business goals with your digital strategy. It shows how the company plans to embrace digital technologies to grow business and create better customer experience in the long term. Creating a digital strategy roadmap is not simply listing out key digital initiatives and giving them a tentative timeline. It follows an extensive research process which starts with Digital Review. It starts with uncovering consumer insights and market insights. One then develops Digital Strategy keeping in mind the digital goals and key initiatives in the short and long term. The third step in this process is Digital Planning which involves setting realistic time frame for implementing digital initiatives. The final steps involve setting KPIs for measuring the success of digital strategy. Taking the healthcare sector as a case study, our researchers have outlined the digital landscape of the industry and showed key digital strategies a healthcare provider wishes to implement for digital transformation. https://bit.ly/3bL7TlW
Slides for Altimeter's webinar: Strengthening Employee Relationships in the Digital Era
Watch the webinar replay at: http://www.slideshare.net/Altimeter/recording-strengthening-employee-relationships-in-the-digital-era-by-altimeter-group
Download the report at: pages.altimetergroup.com/strengthening-employee-relationships-report.html
Description:
Employees are disengaged at work. Yet Altimeter found that only 46% of organizations take a strategic approach to employee engagement, and only 43% believe they have an organizational culture of trust and empowerment.
In this 1-hour webinar, Charlene Li and Jon Cifuentes share research on how leading organizations use social and digital technologies to create holistic employee engagement strategies that drive business impact and cultural change.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Slides from the talk at the Big Media & Enterprise WordPress London Meetup on Mar 10 by @luke_oatham and @lesteph of @helpfulhq
More details at: http://govintra.net
The World's Leading Digital Sports Content Group - Presentation by Oliver Slipper, CEO of Perform Group at the NOAH 2013 Conference in London, Old Billingsgate on the 13th of November 2013.
Jez jowett social media, digital, sports and marketing predictions for 2012Jez Jowett
Description
Predictions and trends for 2012 and 2012+ in sports marketing, social media, digital, entertainment.
What are the trends for 2012 and beyond ?
Many may well be in development. Many may have been tried and failed. Many will never make it past this collection of slides. But all of them, in my opinion, are better to have been considered and discounted, than to have never been thought or talked out loud.
Topics covered include:-
Social media beyond fans and likes (to engagement metrics)
Social media strategy, not tactics
The Social Olympics 2012 (London)
Facebook for things and collectors
Google + for brands
Predictive Filtering & Smart Suggestions
Google Goggles, layers, and augmented reality
2 screens
Digital Concierge
Social Media Concierge
Silly abbreviations
agile content
the year of mobile
Voice activation and voice recognition
algorithms
digital amnesty day
social commerce with CSR
location based software (LBS)
my web, applications
snap and shop, picture recognition
storage clouds
linkedin
social media b2b2
social media measurement, social media ROI 2011, social media RO1 2012, ROSS, return on social spend
Compiled by Jez Jowett, Social Media Director at Havas Sports & Entertainment (all the opinions and thoughts contained in this presentation however remain my own, and in no way reflect HSE)
To follow me i'm on Twitter here : https://twitter.com/#!/Jezmond
To connect with me on Linkedin i'm here : http://uk.linkedin.com/in/jezjowett
To mail me jezjowett@hotmail.com
I welcome all suggestions, comments, opinions, discussions, challenges to the attached.
many thanks
jEZ
Coming soon:
Social media predictions 2012
social media review 2011
social media case studies 2011
#DSD16 presentation by Gijsbregt Brouwer on embracing digital energy in sports for athletes, teams, federations, events, activations, brands and clubs.
With examples and takeouts for sports professionals and content marketeers
I League digital pitch - Centralised Revenue Generation PlanNilesh Deshmukh
This presentation is a suggestion for a potential revenue generation stream via Digital/Online mediums for AIFF and the I League. The presentation is a research done by me on the basis of conversations with player agents and club officials.
A Digital Maturity Model for Telecommunications Service Providersomarvl
This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation.
Digital Citizenship & Internet Maturity for SchoolsRaghu Pandey
Digital Citizenship & Internet Maturity are critical life skills for the 21st century which schools MUST TEACH to their students. Watch this presentation to understand how important DCIM is for schools to include in their curriculum.
The Importance of a Digital Audit - Trends Talk 2013James Loveys
What is a Digital Marketing Audit, How it can help your business and 6 key components of a successful digital audit (The 6 components originally by MARK SMICIKLAS)
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
IIC Partners examines the role of the Chief Digital Officer (CDO) and the skills, requirements and leadership qualities companies looking for when hiring a CDO.
Digital Maturity in the Financial Sector IDG Connect
The digital maturity of Financial Services through South East Asia currently lags behind
some markets like China. Yet looking ahead, it is set to change over the next 18 months
– if the cost barriers preventing organizations from achieving digital maturity can be overcome. This infographic highlights core digital marketing trends in the finance sector for 2015 and beyond, collected from a split of 150 senior marketers in Malaysia, Thailand, Singapore and Indonesia.
[Earley] Building a Successful Digital Transformation RoadmapDuy, Vo Hoang
Digital transformation will be a top priority for boardroom
executives during 2016. Here are some data points:
• 125,000 enterprises expect revenue from their digital
initiatives to increase by 80% by 2020 (Gartner)
• Digital transformation initiatives will more than double by
2020, from 22% to almost 50% (IDC)
• Only 27% of businesses have a coherent digital strategy for
creating customer value in place (Forrester)
Are you ready for digital transformation? Do you have a digital
transformation roadmap? Does it lay a solid foundation for a
successful transition to your future digital business? In order to
succeed, you need to start with a current assessment, identify
gaps and define the actions and resources required to fill those
gaps along the four paths of people, process, technology and
content.
Informe de eMarketer sobre las tendencias en Marketing Technology para 2016. Da buenas pistas para entender por donde se mueve internet y que áreas son las relevantes para la industria de media.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
Managing Digital Marketing in 2015
Best practices for integrating digital technology,
marketing and advertising to fuel business growth
Author: Dr Dave Chaffey
Research in collaboration with TFM&A 2015
Published: January 2015
Watch the full webinar recording here: http://goo.gl/dxuDTG
Today, Marketing is more responsible for revenue growth than ever before. With 60 percent of all buying decisions happening before potential clients even contact vendors, marketing must be more effective in leading conversations. The challenge is that those conversations happen over multiple channels, including web, mobile, events and others.
Guest speaker Ted Schadler, Vice President and Principal Analyst of Forrester Research along with Martin Kirov, Vice President of Product Management and Product Marketing of Telerik Sitefinity CMS and Tim Ahlenius, Director of Experience Marketing from AmericanEagle.com, will discuss how the world of Web Content Management is transforming to drive better customer digital experiences.
You had a strategy. You were executing it. You were then side-swiped by COVID, spending countless cycles blocking and tackling. It is now time to step back onto your path.
CCG is holding a workshop to help you update your roadmap and get your team back on track and review how Microsoft Azure Solutions can be leveraged to build a strong foundation for governed data insights.
This summary report identifies what are crucial dimensions or elements when undertaking digital transformation within your organization. DTS interviewed 38 of the brightest digital minds across APAC including folks from Google, Facebook, eBay, comScore, Allianz, AGL, NAB, Sparkline, CompeteShark and many more. For a complete copy of the research project contact marcelo@dtscores.com
Five years on, it’s no surprise that the digital landscape has moved on significantly since we first published our Digital Maturity Index (DMI) back in 2010.
We're delighted to be publishing this year's research findings in DMI 2014: The digital ecosystem of technology, channels, customers, strategy and culture and the insights in this year’s report show just how far organisations have come in the intervening years.
Based on interviews with over 200 consumers and 150 business leaders from a range of industry sectors, this year’s report also includes opinion pieces from five digital thought leaders.
Our MD, Emma Robertson, unveiled the report with clients at our annual launch event in London. She talked though some of the headline findings building on the principle that as digital becomes more integral to the underlying strategy, the component parts of digital maturity must be treated as an ecosystem, not a hierarchy. The focus this year is about smartly combining technology, channels, customers, strategy and culture for both customer and commercial benefit. Here are just a few of the headlines:
Technology: In 2012, 87% of organisations had no formal processes for innovation. By 2014, 67% of organisations are using hackathons, labs or open APIs.
Channels: The drive to establish a digital presence in every new channel that emerges is being replaced by more strategic behaviour with 66% focusing on consolidation of existing channels and only 34% looking to grow the number of channels on offer.
Customer: 53% of respondents now measure customer happiness as a way of assessing how well digital channels are performing; 66% use a customer satisfaction index.
Strategy: 65% of respondents reported that there is a digital vision and strategy within their organisation but just 6% stated that the strategy is very well known within their organisation.
Culture: A factor in creating an environment for change and innovation is in an organisation’s tolerance for failure. Only 15% of organisations were recognised as having a ‘fail fast’ culture.
We were also joined by three industry leading keynote speakers. Some of the key things we took away were:
Easy is the new loyalty. Dr Nicola Millard, BT, talked us through the concept of 'net easy' and how omnichannel is the new normal.
Start with the user. Kathy Settle, GDS, shared very candidly the work that has taken place during the past 2-3 years to transform government services.
Be Human. Professor Moira Clark, Henley Business School, outlined the key factors required for customer service excellence.
You can read the full report here (www.transformuk.com/dmi-2014-its-all-about-the-digital-ecosystem) or you can drop us an email if you’d like us to email you a copy (enquiries@transformUK.com).
We'll be continuing the debate through our LinkedIn Group (Transform DMI 2014 and on Twitter (#DMI2014) and we hope you'll join us there.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Maturity AssessmentTM of the Sports and Entertainment Industry
1. @StratfordMgrsDT #DigitalMaturity #Seat2015
SPORTS AND ENTERTAINMENT
DIGITAL MATURITY ASSESSMENTTM
Conducted as part of the Sports and Entertainment Alliance in Technology Conference
held in San Francisco July 19 – 22, 2015
2. @StratfordMgrsDT #DigitalMaturity #Seat2015
Introduction /Evolution of Digital
What we call “digital” today goes well beyond the typical responsibilities
of IT teams. Digital defined as channels being used to access
and enable transactions and interactions at any time on any platform and
device.
Digital has become a significant driver for the bottom line in terms
of cost savings and revenue uplift.
Therefore, what we call "Digital Maturity" has evolved from being able to
leverage digital technology only in customer and marketing channels to
leveraging digital and technology holistically across the enterprise.
3. @StratfordMgrsDT #DigitalMaturity #Seat2015
The Challenges
In light of this:
• Who drives the digital agenda? How do you coordinate the
resources across the organization?
• Who is responsible for performance when responsibilities crosses
the entire organization?
• How do you prioritize what to do first?
• How do you develop a long term road map yet remain nimble, and
adopt a test and learn mentality?
4. @StratfordMgrsDT #DigitalMaturity #Seat2015
What is the Digital Maturity AssessmentTM ?
• As part of the SEAT 2015 conference, Stratford Managers Corporation gave participants
from the pro sports, college, ticketing and venue industries access to the Digital Maturity
AssessmentTM online.
• The assessment is based on a survey evaluating an organization’s digital readiness
against five key dimensions that have been proven to drive digital performance:
1. Strategy: Enterprise vision, opportunity assessment, channel strategy
2. Customer Experience: Customer insight, ownership of customer experience
3. Technology and Data: Systems, analytics, platform and partner integration
4. Operational Processes: Processes supporting execution of strategy
5. People and Culture: Skills, behaviors required to capitalize on digital opportunities
5. @StratfordMgrsDT #DigitalMaturity #Seat2015
What is the Digital Maturity AssessmentTM ?
Those five performance drivers are evaluated against four stages of maturity to provide a
Digital Maturity ScorecardTM back to the organization.
STAGE 1
Ad Hoc
STAGE 2
Emerging
STAGE 3
Advanced
STAGE 4
Optimized
Five Dimensions
1. Strategy
2. Customer Experience
3. Data and Technology
4. Operations/Manageme
nt
5. People and Culture
Non-existent or ad
hoc
Not understood
Not consistent
Not organized
Not formalized
Intuitive decision
making vs. data driven
Not documented
Occurs when necessary
Evaluated occasionally
Somewhat repeatable
Consistent and
Documented
Predictable
Evaluated often
Well managed
Understood
Continuous and
effective
Integrated
Proactive
Usually automated
Always evaluated
6. @StratfordMgrsDT #DigitalMaturity #Seat2015
Who Participated
64%
12%
23%
80 Professional sports teams
from the NHL, NFL, MLS,
NBA, PGA, MLB, as well as
college teams and venues.
*The group included a few
ticketing organizations not shown
in this sector breakdown
7. @StratfordMgrsDT #DigitalMaturity #Seat2015
Output / Benefits
Participating organizations received their
personalized scorecard analyzed against the
group’s average as well as:
• Immediate insight into digital strengths and
weaknesses across different parts of the
business compared against industry standards
• A blue print to take back to the rest of the
executive team for what actions to take for short
term rapid gain and longer term performance
9. @StratfordMgrsDT #DigitalMaturity #Seat2015
• From a total possible score of 72 (which would mean
the organization is in the 4th level of maturity, optimized
across all dimensions) the industry average was 43.5
• The digital maturity scores of individual organizations
ranged from the lowest at 25 to the highest at 65
10. Top 4 Challenges:
1. Lack of enterprise
vision and executive
buy-in
2. Collaboration
3. Appropriate funding
and resources
4. Customer data and
insight
11. @StratfordMgrsDT #DigitalMaturity #Seat2015
Enterprise Vision
Ad Hoc
4%
Emerging
29%
Advanced
54%
Optimized
13%
• The majority (54%) say certain
departments leading the way. There is
collaboration amongst the teams and
resources are set aside but strategy is
not necessarily fully aligned.
• 29% say there is a basic digital strategy
in place with some executive support and
funding is by department.
• Only 13% said there is an integrated
enterprise digital vision, owned and
communicated by the Executive team
with dedicated annual funding.
12. @StratfordMgrsDT #DigitalMaturity #Seat2015
Customer Experience
Everyone indicated that customer experience (CX) is a priority, however
the degree to which it is managed collaboratively and measured varies
greatly:
• 6% say there is no clear ownership of the CX
• 38% say CX is on the agenda of certain departments but
managed in siloes
• 39% say CX is part of enterprise vision and cross functional
teams are in place
• 17% can say that the CX is being proactively measured and
monitored.
13. @StratfordMgrsDT #DigitalMaturity #Seat2015
Customer Journey/Channels
Major efforts are underway to understand and map the customer
journey (experience) across digital channels. This requires a strong
data and analytics strategy.
• Although 30% indicate they have a cross-channel strategy in
place with cross-departmental collaboration, only10% say the
role of each channel in the path to purchase is currently
understood.
• And only 5% indicate the customer experience is currently
consistent and seamless across channels and platforms.
14. @StratfordMgrsDT #DigitalMaturity #Seat2015
Engagement /Listening
Ad Hoc
6%
Emerging
38%
Advanced
46%
Optimized
10%
• The majority (46%) indicate that the value of
social media is understood across the
organization and that some objectives and
KPIs are in place along with a cross
functional team.
• 38% report that they have a social media
presence but it’s not yet tied to business
outcomes.
• 10% report having a full social business
strategy in place with shared tools, real-time
engagement with customers, clear policies
and objectives tied to business outcomes.
15. @StratfordMgrsDT #DigitalMaturity #Seat2015
Technology Governance
When it comes to technology governance and oversight, there is quite a bit of
divide:
• 47% say technology assets are known, however governance is not always
clear, there is project based budgeting as required.
• The other half (53%) report governance is firmly established, there is
collaboration and sharing of resources across the organization with dedicated
annual budget.
• Many (58%) are struggling with platform integration and legacy systems but
37% have a forward facing road map to deal with this.
• Not surprisingly for the sports and entertainment industry, 69% say there
is a high level of partner integration to improve customer service and fan
experience.
16. @StratfordMgrsDT #DigitalMaturity #Seat2015
Data and Analytics
Ad Hoc
3%
Emerging
37%
Advanced
51%
Optimized
9%
• The majority (51%) report that the value of
data is recognized and an enterprise
strategy is being formed, data is being
mapped and integrated where needed.
• 9% have already accomplished this; data is
secure, accurate and integrated. The
velocity of data-driven decision-making has
progressed to weekly or daily.
• 37% say that data is analyzed and shared
manually; there are recognized gaps in
data and accuracy.
17. @StratfordMgrsDT #DigitalMaturity #Seat2015
Operational Processes
Ad Hoc
8%
Emerging
56%
Advanced
21%
Optimized
15%
• The majority (56%) indicate that
project planning is being done in
siloes; there is recognition for the
need to further align efforts and
resources.
• 21% say that large initiatives at the
enterprise level are agreed upon but
only 15% report that a fully
integrated digital road map is in
place with strong Executive
alignment.
18. @StratfordMgrsDT #DigitalMaturity #Seat2015
Operational Efficiency
Ad Hoc
8%
Emerging
44%
Advanced
42%
Optimized
6%
• Only 8% say that there is little to no
integration between physical and digital
channels used to serve the fan/customer.
• 44% say that technology is being
leveraged for core customer services (e-
commerce, ticket exchanges etc.) and
another 42% report there is a proactive
plan to transition to a digital-first approach.
• Only 6% can report that all steps in the
customer value chain are fully optimized
based on the value to the customer and
the business.
19. @StratfordMgrsDT #DigitalMaturity #Seat2015
People and Culture/Skills
Ad Hoc
6%
Emerging
51%
Advanced
32%
Optimized
11%
• The majority (51%) indicate they have
limited resources and for the most part,
junior staff are assigned to digital
channels; there is no proactive plan for
training and education.
• 32% say there is senior level oversight of
the digital strategy with yearly education
and training budget.
• Only 10% indicate there is C-suite
oversight and know-how and that training
is proactively mapped against the goals
of the digital strategy.
20. @StratfordMgrsDT #DigitalMaturity #Seat2015
Internal Engagement/Collaboration
• 40% say they have basic tools such as a simple intranet to help with internal
collaboration but it is largely supporting one-way communications.
• Another 40% say digital tools and technology are proactively used to facilitate
information sharing and workflows but only 11% say these tools are currently
leveraged to fully engage the staff in the enterprise digital strategy.
• Not surprisingly, 74% indicated that innovation is encouraged within their
organization and new ideas are welcomed but only 18% said a “test and
learn, fail fast” mentality is an accepted mode of operating.
21. @StratfordMgrsDT #DigitalMaturity #Seat2015
Building Blocks
What will have the most impact in
raising your organization’s Digital IQ?
Organizations that are deriving the most value from digital channels have
common building blocks which contribute to their high level of digital
maturity…
22. @StratfordMgrsDT #DigitalMaturity #Seat2015
Six Game Changers
1. Agree on an enterprise vision with full Executive participation.
• Without an agreed upon vision for where the organization is headed,
followed by full staff engagement, all other points below will be a
challenge. The first step in the visioning process is to understand your
starting point /current state.
1. Prioritize projects. Align resources.
• Build an integrated road map (2-3 year focus)
• Pick one or two focus areas and make big strides vs. making small
steps in multiple direction. This allows for progress much more quickly
and at scale.
23. @StratfordMgrsDT #DigitalMaturity #Seat2015
Six Game Changers
3. Invest in data and analytics to drive customer insight.
• Almost anything can be measured. The right question is rather
what is meaningful? What do we need to know about our
customers in order to drive more value both for them and the
business.
4. Strive to understand the entire consumer journey.
• Study behaviors and expectations throughout every stage of the
customer lifecycle / fan experience.
• It’s not enough to meet the basic expectations. We must now
anticipate and plan for the next need. (This requires a solid data
and analytics strategy, hence point 3 above.)
24. @StratfordMgrsDT #DigitalMaturity #Seat2015
Six Game Changers
5. Collaboration /Test and Learn
• Agree on a governance model. How will decisions be made and how
will we coordinate resources to meet our agreed-upon goals?
• Adopt a test and learn mentality. Although digital strategy requires a
long term road map, it’s also a journey where change is not the
exception but the norm. Start small with pilot projects.
6. Build and invest in digital skill sets.
• Digital is the new normal. It is inherent in every job and should not be
isolated. Develop or recruit digital talent across the organization, not
just in marketing.
25. @StratfordMgrsDT #DigitalMaturity #Seat2015
Wrap Up
If you did not participate in the Digital Maturity AssessmentTM for SEAT
and would like to assess your organization’s readiness or to discuss how
we can help to develop your enterprise digital vison and road map, please
contact:
Isabelle Perreault
Vice President, Digital Transformation
Stratford Managers Corporation
Isabelle.Perreault@stratfordmanagers.com
www.stratfordmanagers.com