Building a common vision with organization-wide collaboration is the number one challenge in driving digital performance according to the leaders in the Sports and Entertainment Industry
Earley Executive Roundtable - Building a Digital Transformation Roadmap
Panelists:
Seth Earley, CEO, Earley Information Science (@sethearley)
Paul Wlodarczyk, VP, Client ServicesEarley Information Science (@twitcontentguy)
The drive towards digital transformation begins with the customer and extends far into the company, impacting every area of the organization from vision and strategy to architecture, technology, operations, and culture. While not insurmountable, these changes can be challenging.
Guest speaker Nigel Fenwick, an analyst with Forrester, and Michael Porter, Perficient’s principal strategic advisor, discussed the top 5 barriers to a successful digital transformation, and how some real-world companies have overcome them.
We covered five barriers to digital mastery and how to:
-Overcome functional silos and resource scarcity
-Deal with segregated customer data
-Address technical budgets that are in a downward spiral
-Move from a product-centered to a customer-centered approach to business
-Break down the IT and business barrier
Digital Transformation in Customer Service: Roadmap for Success in 2014Ajit Khadd
Consumers have gone digital; you hear phrases like “digital by default” and “digital transformation”
in the C-suite. In fact, CDOs (Chief Digital Officers) are the latest addition to the C-suite!
With a focus on providing high-quality, lower-cost care, the healthcare industry has been looking to the retail industry for strategies used to engage and empower consumers. Lessons learned include how to use the retail setting as a medium for providing care and how to engage consumers outside of the care setting by using technology.
What is often neglected when assessing retail industry tactics is their core competency of using data insights to motivate and incentivize changes in consumer behavior. Connected Health solutions provide streams of valuable information that can be mined and analyzed to achieve business objectives.
Perficient's healthcare and retail experts demonstrated how data can be leveraged to:
-Transform passive recipients of care into active participants in care
-Mass customize messaging aligned with population health initiatives
-Achieve outreach objectives that convert unknown consumers into patients/members
-Improve care and lower healthcare costs
Cashing in on Mobile Payments with a Winning StrategyPerficient, Inc.
Is your organization ready to execute on new thinking in payments? Does your infrastructure accelerate time-to-market for new services? The boom in smart phone sales and mobile usage is changing the way consumers pay for products and gain access to new banking services.
Perficient will help you navigate these paradigm shifts and address the technologies reshaping the payments ecosystem that will drive your digital strategies. You'll learn about:
A holistic view of the payments value chain - banking and retail
A technical review of evolving payment architectures
How you can provide innovative service utilities for greater consumer adoption
Framework enablers to support rapidly growing transaction volumes
Adapting your existing payment models to support the omni-channel experience
Build a Mobile Foundation to Drive Digital Transformation InitiativesPerficient, Inc.
Mobile has been adopted faster than any consumer technology in history. In an always-on, always-connected world we expect the information we want to be available whenever and wherever we want it. As customer expectations rise, you need to change the way you work and engage with them.
While highly engaging user experiences are critical, you’re often faced with aging technologies on supporting back-end systems that can hinder innovation. You’re challenged to transform the mobile experience by delivering high-quality, secure and scalable mobile experiences quickly.
Our webinar covered:
-Top mobile trends that are driving digital transformation and delivering significant business value
-Key process and architecture improvements that speed development and ensure stable, scalable, and secure mobile services
-Tips for establishing a flexible mobility strategy and architecture for app development, mobile app management, mobile device management, and integration approaches
Earley Executive Roundtable - Building a Digital Transformation Roadmap
Panelists:
Seth Earley, CEO, Earley Information Science (@sethearley)
Paul Wlodarczyk, VP, Client ServicesEarley Information Science (@twitcontentguy)
The drive towards digital transformation begins with the customer and extends far into the company, impacting every area of the organization from vision and strategy to architecture, technology, operations, and culture. While not insurmountable, these changes can be challenging.
Guest speaker Nigel Fenwick, an analyst with Forrester, and Michael Porter, Perficient’s principal strategic advisor, discussed the top 5 barriers to a successful digital transformation, and how some real-world companies have overcome them.
We covered five barriers to digital mastery and how to:
-Overcome functional silos and resource scarcity
-Deal with segregated customer data
-Address technical budgets that are in a downward spiral
-Move from a product-centered to a customer-centered approach to business
-Break down the IT and business barrier
Digital Transformation in Customer Service: Roadmap for Success in 2014Ajit Khadd
Consumers have gone digital; you hear phrases like “digital by default” and “digital transformation”
in the C-suite. In fact, CDOs (Chief Digital Officers) are the latest addition to the C-suite!
With a focus on providing high-quality, lower-cost care, the healthcare industry has been looking to the retail industry for strategies used to engage and empower consumers. Lessons learned include how to use the retail setting as a medium for providing care and how to engage consumers outside of the care setting by using technology.
What is often neglected when assessing retail industry tactics is their core competency of using data insights to motivate and incentivize changes in consumer behavior. Connected Health solutions provide streams of valuable information that can be mined and analyzed to achieve business objectives.
Perficient's healthcare and retail experts demonstrated how data can be leveraged to:
-Transform passive recipients of care into active participants in care
-Mass customize messaging aligned with population health initiatives
-Achieve outreach objectives that convert unknown consumers into patients/members
-Improve care and lower healthcare costs
Cashing in on Mobile Payments with a Winning StrategyPerficient, Inc.
Is your organization ready to execute on new thinking in payments? Does your infrastructure accelerate time-to-market for new services? The boom in smart phone sales and mobile usage is changing the way consumers pay for products and gain access to new banking services.
Perficient will help you navigate these paradigm shifts and address the technologies reshaping the payments ecosystem that will drive your digital strategies. You'll learn about:
A holistic view of the payments value chain - banking and retail
A technical review of evolving payment architectures
How you can provide innovative service utilities for greater consumer adoption
Framework enablers to support rapidly growing transaction volumes
Adapting your existing payment models to support the omni-channel experience
Build a Mobile Foundation to Drive Digital Transformation InitiativesPerficient, Inc.
Mobile has been adopted faster than any consumer technology in history. In an always-on, always-connected world we expect the information we want to be available whenever and wherever we want it. As customer expectations rise, you need to change the way you work and engage with them.
While highly engaging user experiences are critical, you’re often faced with aging technologies on supporting back-end systems that can hinder innovation. You’re challenged to transform the mobile experience by delivering high-quality, secure and scalable mobile experiences quickly.
Our webinar covered:
-Top mobile trends that are driving digital transformation and delivering significant business value
-Key process and architecture improvements that speed development and ensure stable, scalable, and secure mobile services
-Tips for establishing a flexible mobility strategy and architecture for app development, mobile app management, mobile device management, and integration approaches
Digital transformation and how to develop the strategy and roadmap with examplesSandeep Singh
Digital transformation involves developing a strategy and roadmap to maximize benefits from digital technologies. This includes:
1. Building a digital strategy and business model to reinvent/enhance business models and show how digital innovation will be realized.
2. Designing digital operating models, processes, and capabilities to enable effective digital operations.
3. Building digital organizational enablement through training and change management.
4. Executing the digital transformation delivery through projects that implement the strategy and operating models.
Several factors like changing market conditions, new technologies, and operational challenges are driving companies to transform digitally. Examples of transformations include redesigning customer experiences, deploying next generation technologies in transportation and logistics, and developing
What do large enterprises need to know in the digital age? How should they develop a 'digital strategy'? A primer on what it means to be 'digital' today.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
This document discusses how social business solutions can help address challenges in various business processes. It provides examples of how social networking improves customer engagement, innovation, recruiting/onboarding, mergers and acquisitions, and workplace safety. Metrics are presented showing social solutions can increase ROI, revenue, productivity, and other benefits across these key areas. The document advocates using social platforms to transform processes and embed expertise and assets into strategic business functions.
Modernize Core Technology to Accelerate Digital TransformationPerficient, Inc.
Digital transformation efforts often focus solely on customer experiences. However, CX is just one piece of a successful digital transformation strategy. While external experiences must change to deliver new channels and personalized service, internal operations and systems must also be transformed to increase efficiency, enable innovation, and transcend touchpoints to deliver a truly seamless customer experience.
View this SlideShare and learn how:
Digital predators are approaching platform modernization
APIs, IoT, cloud, data and analytics, DevOps and microservices drive innovation and support digital transformation
To evaluate your current platform and identify ways to align IT changes with your digital transformation goals
To create a roadmap for implementing core process and technology changes
Five building blocks of digital transformation Maziar Ebrahimi
For the past six years I have been engaged in several digital transformation initiatives, Corona gave me the time to create this presentation on inspirations and reflections on how companies can strengthen the core of their business while reimagining scalable digital futures.
Special thanks to Jeanne Ross of MIT CISR for the wonderful course and book on Organisational Design for Digital Transformation.
How do brands maintain and increase in-store traffic in an era when consumers are more digitally connected than ever and continue to shift their shopping behaviors online?
Even though consumers are living in an age where the digital space seems to dominate the shopping process, the internet is not “taking over” brick-and-mortar stores just yet. Some brands are successfully supplementing the store experience with compelling digital technologies to offer consumers a complete omni-channel experience. Brick-and-mortar stores still add significant value to the shopping experience beyond the sales that occur in the store by helping to increase online and mobile sales.
During this webinar, we explored how brands can use digital solutions to drive in-store traffic:
-How stores are still crucial to driving online purchases and how the digital experience directly impacts store activity
-The importance of a physical and digital omni-channel strategy
-The top digital experiences, both in and out of stores, that are driving traffic and sales
-How to produce actionable insights that drive foot traffic and optimize the in-store experience
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
10 Steps for Taking Control of Your Organization's Digital Debris Perficient, Inc.
Do you have too much old information, but not enough guidance to begin the task of cleaning out your data stores? Join Perficient to learn 10 tips for creating a strategic roadmap to take control of your information and uncover the technology that can support your efforts, including how to:
Stop keeping everything forever
Create an information governance and disposal policy before implementing technology
Automate information management to improve employee productivity
Prepare a discovery response plan
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
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
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
In this one-hour webinar, Rebecca Lieb will share findings from her recent research report on how content marketers should go about selecting content marketing tools. With input from 143 ecosystem contributors, we'll explore the plethora of content tools available, how the market is evolving, and how marketers should think about content tool selection.
Digital Tranformation 2017 - Roadmap for Indian Companies Ajay Chhabra
Digital transformation is a top strategic priority for companies. The summary discusses:
1) Top US and Indian startups that have achieved valuations over $1 billion through digital transformation.
2) Why digital transformation should be a key priority for CEOs in 2017 due to factors like empowered customers and emerging technologies.
3) The key steps in a digital transformation include creating urgency, developing a vision/strategy, communicating changes, and empowering teams through new structures and skills.
4) The key elements of a successful digital transformation involve customer delight, integrated services, analytics, and restructuring the organization around digital capabilities.
Dominando o 'Dragão Digital' | Encontro de Cios DTI e Sucesu Minas 27/02/2014sucesuminas
This document summarizes key points from a Gartner presentation on the 2014 CIO agenda for taming the digital dragon. It discusses that enterprises are entering a third era of IT called digitalization, where digital leadership, renovating the IT core, and building bimodal IT capabilities are needed to respond. Specific priorities discussed include creating powerful digital leadership roles, adopting public cloud and partnering with smaller innovators, building multidisciplinary teams, and crafting a digital legacy. The presentation provides advice for CIOs to successfully navigate the digital era.
How to create a compelling business case for Digital TransformationBuilding Blocks
Often, one of the greatest challenges for marketers is persuading senior leaders to more fully embrace digital within their organisations. Many marketers have a good idea about what they want to do, but need to argue the case internally in order to receive funding. In many cases, this is the major barrier to moving towards digital transformation.
It is imperative to have a clearly informed business case that helps position how digital can closely align with the goals of the business, and not on digital trends and fashions.
This presentation, which Building Blocks' co-founder, Jonathan Whiteside presented at the Figaro Digital Summit in March 2015, provides six practical tips for creating a business case.
The document outlines a digital strategy framework in 3 phases: identifying opportunities and threats, organizing the digital foundation, and prioritizing investments to accelerate impact. It discusses strategic planning, operational planning, execution, and performance measurement across multi-year and 12-month horizons. Key aspects of the framework include assessing value levers, operating model considerations, an acceleration roadmap in three horizons, and Digital Confluence's full-service digital reengineering practice areas.
The document discusses an upcoming social business bootcamp session. It will cover topics like what social business is, building the foundation for social business, defining success, building a strategy, and realizing value. The bootcamp will take place over 3-4 weeks to help participants develop a long-term social business roadmap. The session will also address functionality prioritization, stakeholder engagement, and sustaining a social strategy over time.
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 transformation and how to develop the strategy and roadmap with examplesSandeep Singh
Digital transformation involves developing a strategy and roadmap to maximize benefits from digital technologies. This includes:
1. Building a digital strategy and business model to reinvent/enhance business models and show how digital innovation will be realized.
2. Designing digital operating models, processes, and capabilities to enable effective digital operations.
3. Building digital organizational enablement through training and change management.
4. Executing the digital transformation delivery through projects that implement the strategy and operating models.
Several factors like changing market conditions, new technologies, and operational challenges are driving companies to transform digitally. Examples of transformations include redesigning customer experiences, deploying next generation technologies in transportation and logistics, and developing
What do large enterprises need to know in the digital age? How should they develop a 'digital strategy'? A primer on what it means to be 'digital' today.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
This document discusses how social business solutions can help address challenges in various business processes. It provides examples of how social networking improves customer engagement, innovation, recruiting/onboarding, mergers and acquisitions, and workplace safety. Metrics are presented showing social solutions can increase ROI, revenue, productivity, and other benefits across these key areas. The document advocates using social platforms to transform processes and embed expertise and assets into strategic business functions.
Modernize Core Technology to Accelerate Digital TransformationPerficient, Inc.
Digital transformation efforts often focus solely on customer experiences. However, CX is just one piece of a successful digital transformation strategy. While external experiences must change to deliver new channels and personalized service, internal operations and systems must also be transformed to increase efficiency, enable innovation, and transcend touchpoints to deliver a truly seamless customer experience.
View this SlideShare and learn how:
Digital predators are approaching platform modernization
APIs, IoT, cloud, data and analytics, DevOps and microservices drive innovation and support digital transformation
To evaluate your current platform and identify ways to align IT changes with your digital transformation goals
To create a roadmap for implementing core process and technology changes
Five building blocks of digital transformation Maziar Ebrahimi
For the past six years I have been engaged in several digital transformation initiatives, Corona gave me the time to create this presentation on inspirations and reflections on how companies can strengthen the core of their business while reimagining scalable digital futures.
Special thanks to Jeanne Ross of MIT CISR for the wonderful course and book on Organisational Design for Digital Transformation.
How do brands maintain and increase in-store traffic in an era when consumers are more digitally connected than ever and continue to shift their shopping behaviors online?
Even though consumers are living in an age where the digital space seems to dominate the shopping process, the internet is not “taking over” brick-and-mortar stores just yet. Some brands are successfully supplementing the store experience with compelling digital technologies to offer consumers a complete omni-channel experience. Brick-and-mortar stores still add significant value to the shopping experience beyond the sales that occur in the store by helping to increase online and mobile sales.
During this webinar, we explored how brands can use digital solutions to drive in-store traffic:
-How stores are still crucial to driving online purchases and how the digital experience directly impacts store activity
-The importance of a physical and digital omni-channel strategy
-The top digital experiences, both in and out of stores, that are driving traffic and sales
-How to produce actionable insights that drive foot traffic and optimize the in-store experience
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
10 Steps for Taking Control of Your Organization's Digital Debris Perficient, Inc.
Do you have too much old information, but not enough guidance to begin the task of cleaning out your data stores? Join Perficient to learn 10 tips for creating a strategic roadmap to take control of your information and uncover the technology that can support your efforts, including how to:
Stop keeping everything forever
Create an information governance and disposal policy before implementing technology
Automate information management to improve employee productivity
Prepare a discovery response plan
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
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
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
In this one-hour webinar, Rebecca Lieb will share findings from her recent research report on how content marketers should go about selecting content marketing tools. With input from 143 ecosystem contributors, we'll explore the plethora of content tools available, how the market is evolving, and how marketers should think about content tool selection.
Digital Tranformation 2017 - Roadmap for Indian Companies Ajay Chhabra
Digital transformation is a top strategic priority for companies. The summary discusses:
1) Top US and Indian startups that have achieved valuations over $1 billion through digital transformation.
2) Why digital transformation should be a key priority for CEOs in 2017 due to factors like empowered customers and emerging technologies.
3) The key steps in a digital transformation include creating urgency, developing a vision/strategy, communicating changes, and empowering teams through new structures and skills.
4) The key elements of a successful digital transformation involve customer delight, integrated services, analytics, and restructuring the organization around digital capabilities.
Dominando o 'Dragão Digital' | Encontro de Cios DTI e Sucesu Minas 27/02/2014sucesuminas
This document summarizes key points from a Gartner presentation on the 2014 CIO agenda for taming the digital dragon. It discusses that enterprises are entering a third era of IT called digitalization, where digital leadership, renovating the IT core, and building bimodal IT capabilities are needed to respond. Specific priorities discussed include creating powerful digital leadership roles, adopting public cloud and partnering with smaller innovators, building multidisciplinary teams, and crafting a digital legacy. The presentation provides advice for CIOs to successfully navigate the digital era.
How to create a compelling business case for Digital TransformationBuilding Blocks
Often, one of the greatest challenges for marketers is persuading senior leaders to more fully embrace digital within their organisations. Many marketers have a good idea about what they want to do, but need to argue the case internally in order to receive funding. In many cases, this is the major barrier to moving towards digital transformation.
It is imperative to have a clearly informed business case that helps position how digital can closely align with the goals of the business, and not on digital trends and fashions.
This presentation, which Building Blocks' co-founder, Jonathan Whiteside presented at the Figaro Digital Summit in March 2015, provides six practical tips for creating a business case.
The document outlines a digital strategy framework in 3 phases: identifying opportunities and threats, organizing the digital foundation, and prioritizing investments to accelerate impact. It discusses strategic planning, operational planning, execution, and performance measurement across multi-year and 12-month horizons. Key aspects of the framework include assessing value levers, operating model considerations, an acceleration roadmap in three horizons, and Digital Confluence's full-service digital reengineering practice areas.
The document discusses an upcoming social business bootcamp session. It will cover topics like what social business is, building the foundation for social business, defining success, building a strategy, and realizing value. The bootcamp will take place over 3-4 weeks to help participants develop a long-term social business roadmap. The session will also address functionality prioritization, stakeholder engagement, and sustaining a social strategy over time.
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.
Transforming governments through digital technologies. Five factors that inf...Deloitte Canada
This document summarizes the results of a survey on digital government transformation in Canada. Some key findings include:
- Citizen demand is the primary driver of transformation, but citizen engagement in co-creating digital services is low.
- Competing priorities, lack of strategy, and insufficient funding are the top barriers to transformation.
- Most organizations find that their digital capabilities lag behind the private sector and procurement of digital services is challenging.
- Workforce skills, culture, and procurement are also areas that agencies struggle with in their transition to digital.
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.
The document summarizes Gartner's research on how CIOs can improve digital delivery by adopting a franchise model of partnership with other C-level executives (CxOs). It finds that CIOs who co-lead digital initiatives with CxOs through co-delivery and co-governance are more likely to succeed. The document outlines three pillars of a franchise model: co-leading initiatives, co-delivering solutions through joint teams, and co-governing projects using communities of practice. It provides actions under each pillar and notes franchise models will vary by factors like business culture. The goal is for CIOs and CxOs to share accountability and overcome constraints through collaborative leadership of digital transformation.
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.
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.
This document discusses best practices for managing digital marketing in 2015 based on research from Smart Insights and TFM&A. It finds that while digital adoption is widespread, many businesses still lack advanced digital capabilities and need to improve integration and planning. It provides recommendations in 6 areas: 1) assessing digital capabilities and creating transformation roadmaps, 2) developing long-term digital strategies aligned with business goals, 3) using transformation programs to eliminate silos and improve integration, 4) reviewing and developing digital skills, 5) focusing resources on most effective channels like email, and 6) creating optimization plans for continuous testing and improvement.
The document summarizes the findings of a survey of over 450 marketing and IT professionals in Australia and New Zealand. It found that collaboration between marketing and IT is improving, with around half describing their relationship as collaborative or awesome. Both functions cited improving the customer experience as a top priority. Integration of marketing technology platforms remains a major challenge, with over 80% having integrated 0-50% of their systems. Marketing continues to invest heavily in technologies like CRM and marketing automation, but over half struggle to understand marketing automation. Budget constraints were cited as the biggest obstacle by almost half of respondents. Communication and collaboration between marketing and IT was highlighted as important for overcoming challenges.
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
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Sports and Entertainment Digital Maturity Assessment
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