Digital transformation sends ripples of change through your organization that not only mandate a focus on customer-facing systems, but that also trigger an internal transformation touching on culture, collaboration, and knowledge. This creates the foundation upon which your company builds great customer experiences. In this webinar, our experts covered four key considerations that impact your internal digital transformation and discussed best practices for addressing each. Corporate Culture: Why it’s important to create a culture amenable to change. Collaboration: Why a great intranet and enterprise social networks will enhance your ability to communicate, roll out new products, and more. Knowledge: How knowledge differs from information, and how identifying and leveraging both will shorten response times and improve customer experiences. Managing Change: Tips and tricks for managing the internal change brought about by a digital transformation.

1. Extending Digital Transformation
Across Your Enterprise
facebook.com/perficient twitter.com/PRFT_Transformlinkedin.com/company/perficient

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Perficient is a leading technology and
management consulting firm serving
Global 2000 and enterprise clients
throughout North America.
We deliver digital experience, business optimization
and industry solutions that enable clients to improve
productivity and competitiveness; strengthen
relationships with customers, suppliers, and
partners; and reduce costs.
ABOUT PERFICIENT

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PERFICIENT PROFILE
Founded in 1997
Public, NASDAQ: PRFT
2014 revenue $456.7 million
Major market locations:
Allentown, Atlanta, Ann Arbor, Boston, Charlotte, Chattanooga, Chicago,
Cincinnati, Columbus, Dallas, Denver, Detroit, Fairfax, Houston, Indianapolis,
Lafayette, Milwaukee, Minneapolis, New York City, Northern California,
Oxford (UK), Southern California, St. Louis, Toronto
Global delivery centers in China and India
>2,600 colleagues
Dedicated solution practices
~90% repeat business rate
Alliance partnerships with major technology vendors
Multiple vendor/industry technology and growth awards

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PRESENTERS
Rich Wood
Director, Digital Platform Strategy
Perficient
@richOthewood
Rich.Wood@perficient.com
Michael Porter
Managing Principal, Strategic Advisors Team
Perficient
@porterondigital
Michael.Porter@perficient.com

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WHAT IS DIGITAL TRANSFORMATION?
“The realignment of, or new investment in,
technology and business models to more
effectively engage digital customers at every
point in the customer experience lifecycle”
~Altimeter

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“All I’m saying is now is the time
to develop the technology to
deflect an asteroid.”

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FROM DIGITAL PREY TO DIGITAL PREDATOR

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CHANGING FROM THE OUTSIDE IN
TOUCH POINTS
JOURNEYS
BRAND PERCEPTIONS
TEAMS
PROCESSES
SYSTEMS
Experiences Use customer insight to evolve
digital assets and capabilities
Encourage customer empathy
among teams
Transformation is a process that requires a holistic
approach within your culture, processes, and
technology ... based on your customer

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Extending digital transformation across the enterprise
pushes you to think about three key items:
1. Culture
2. Processes or Change Management
3. Technology / Tools

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Responsive Design
Mobile form factors (phones, tablets)
drive the expectation of access
anywhere, with full fidelity, on any
platform – for important apps and
even your intranet
Cloud / SaaS Tools
“Out of the box” services are
becoming available as products with
license subscriptions, slashing
development time and impacting
TCO models
TRENDS THAT IMPACT YOUR ORGANIZATION
Consumerization of IT
The demand for consumer-level
quality of devices and form factors,
software, services and response times
continues to define end-user
expectations

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CULTURE

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THE TOUGHEST
OBSTACLES TO CHANGE
• Slowed or stalled decision-making: Internal
politics, competing priorities
• Inability to prove business value: Traditional
ROI doesn’t work
• Too much focus on technology: Rather than
addressing deep change
• Lack of understanding of operational issues:
Decision makers
• Fear of losing control: By management
“Work cultures can either accentuate or alleviate
these obstacles.”
Jane McConnell Harvard Business Review August 2015

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RANK YOURSELF ON A FIVE-POINT SCALE
• Strong shared sense of purpose vs. weak, inconsistent purpose
• Freedom to experiment vs. absolute compliance with rules and processes
• Distributed decision making vs. centralized
• Open to the influence of the external world vs. internally focused and closed

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WHERE DO I START?
Cultural change requires substantial effort that
typically begins at the top. You can do some things
to make it work. If you engage senior stakeholders
to push towards key cultural goals you will go a
long way.
• Engage C-level officers to champion change
• Don’t forget your CFO to enable adaptive planning*
• Challenge your CIO to create a team that’s ready for
rapid change/prototyping*
• Do more than get a digital transformation office, put
together a team or a board
*Martin Gill Forrester: Three Process Hacks to Speed Digital Delivery

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WHERE DO I START?
You can also start small. Find your organization’s
“change agents” and enable them.
• In 2008, Best Buy created a Twitter team and enabled
them to succeed
• Create a rapid development team on the cloud and
push the most important projects to them
• Create collaboration between two departments to
start. R&D and one business unit, for example
• Get your PMO engaged in something small and
iterative as an “experiment”
• Goal = Rapid delivery

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Marketing Customer ServiceIT
ENGAGE YOUR COMPANY
OperationsSales HR

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CHANGE MANAGEMENT /
PROCESSES

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A PROCESS EXAMPLE
REAL-LIFE SCENARIO
Vendor: Online electronics retailer
Process: Customer service change address
Issue: CSRs lack a process and are not given
tools to change my address
Result: Lost customer

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WHAT IS CHANGE MANAGEMENT?
What is Change Management?
• It’s the process of getting people ready, willing, and able to
accept and embrace new ways of working
• It’s about adoption and engagement
• The focus is not just on the ‘what’s different’ and ‘how work
changes’, but on why the initiative is important – What’s in it for
me? (WIIFM)

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WHAT IS CHANGE MANAGEMENT?
Change management’s impact on initiative or
project success
• Projects with change management are 6 times more
likely to meet or exceed project objectives*
• Change management increases the probability of
staying on schedule and budget, resulting in higher
benefit realization and ROI

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WHAT IS CHANGE MANAGEMENT?
Change management minimizes
disruptions and decreases the time
required to realize productivity gains
planned by the initiative or project.

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THINK ABOUT THREE TYPES OF CHANGE
The Business of APIs: What Product Managers Need to Plan For http://techproductmanagement.com/the-business-of-apis-what-product-managers-need-to-plan-for/
Developmental
Change
• Improvement of what is
• New state is a prescribed enhancement of
the old state
Old State
New
State
Transition
State
• Design and implementation of a desired
new state
• Requires management of the transition
process to dismantle the old state while
putting in the new state
• Managed timetable
Transitional
Change
Transformational
Change
• New state is largely unknown; it emerges from
visioning, trial and error discovery, and learning
• Requires a fundamental shift in mindset,
behavior, and culture
• Critical mass of organization must operate from a
new mindset and behavior
Growth
Success
Plateau
Chaos
Death
Re-
Emergence
Wake-up
Calls

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WHAT DO I DO?
COMMUNICATE PHASE
Where we spend the most
time; answers the question
of WHAT?
ENABLE PHASE
Getting the users ready;
answers the question of
HOW?
SUSTAIN PHASE
Continuing the adoption
throughout the project;
embedding OCM
capabilities within the
client’s organization
DEFINE PHASE
Shortest phase,
answers the question
of WHY?
1. Be pragmatic
2. Address core organizational and process issues
3. Iterate

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TOOLS / TECHNOLOGY

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THE CONSUMERIZATION OF IT
Consumerization is the specific impact that
consumer-originated technologies can have on
enterprises.
It reflects how enterprises will be affected by,
and can take advantage of, new technologies
and models that originate and develop in the
consumer space, rather than in the enterprise
IT sector. Consumerization is not a strategy or
something to be “adopted.”
Consumerization can be embraced and it
must be dealt with, but it cannot be stopped.
Gartner IT Glossary

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ENTERPRISE SOCIAL IS AN EXPECTATION
…Not Quite There Yet
• Evidence of successful social software deployments continues
to grow, but large-scale, sustained improvements are still
not widespread.
• Social is not a standalone feature set but increasingly an
integrated set of services providing a “social layer” across key
applications and knowledge bases.
• Like collaboration, social is increasingly tied into CRM,
BPM, HRIS, etc.
• Its benefits require behavioral changes that depend on
organizational change practices. The risk of behavior
change, culture clashes, etc. highlight the need for caution.
Gartner: Magic Quadrant for Social Software in the Workplace (2015)

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SOCIAL IS NATURAL EVOLUTION
Enterprise Social is just the latest evolution in how organizations communicate.
We can’t avoid it, and we can’t ignore it. We just have to use it wisely.

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SOCIAL SUCCESS IS A CIRCULAR JOURNEY
A circular journey that focuses on specific
cases – and not a big bang – is essential
to successfully working social.
Change management work in
governance, use case definition, planning
for communication and training activity,
and the creation of an internal change
champion network to foster continued
success and self-sustaining engagement
in the enterprise social arena.
Consumerization angle: “Communicate with
colleagues like I do with my friends.”

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“MOBILE FIRST” MEANS “ACCESS ANYWHERE”
• Mobile devices surpassed PCs in
January 2014 and haven’t looked back
• The ubiquity of mobile form factors
means more companies going to a
“mobile first” strategy – especially for
workers in the field
• These workers expect a full-fidelity
user experience with their device of
choice: communications, content, data,
and security
• Where mobile isn’t first, it’s second…
Chart: comScore

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RESPONSIVE DESIGN IS A MUST
• Intranet portals aren’t going away
but they are evolving to meet the
needs of modern users – and that
means mobile
• Portals that fail to provide
responsive design have become
unheard-of because they no longer
serve the needs of an increasingly
mobile workforce
Every intranet portal built by Perficient* in 2015
has included a responsive requirement.

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CONTEXTUAL CONTENT AND NAVIGATION
• Sophisticated enterprise search engines allow for predictive content and
navigation. Enterprises are increasingly using these “search-based
applications” to provide dynamic portal experiences more in-line with consumer
web experiences.
• Consumerization angle: “Why can’t I find a file at work as easily as I find
products on Amazon?”

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PRODUCTS PROVIDING SERVICES
• Responsive design, professional UI branding, portal
CMS/publishing, enterprise social, contextual navigation
required custom services engagements until recently
• The cloud-based SaaS model is impacting traditional server
admins, systems integrators and service providers by moving
these and other services to the cloud
• Perficient’s Rise Foundation (pictured) is one product in this
space
• Consumerization angle: Stakeholders ask, “Where’s the
Weebly / Wix / Google Domains etc. for our intranet?”

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PRODUCT MODEL
IMPACTS TCO
• Traditional intranet portal projects required a
large, one-time capital expenditure often
followed by an annuity for support and multiple
change orders for extensions / modifications
• Intranet SaaS products are typically licensed via
recurring subscription – allowing the majority of
costs to be operationalized and spread over time
• Some measure of the up-front savings is
typically invested in superior change
management practices which carries the
potential for better communication, adoption and
usage

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KNOWLEDGE IS POWER … BUT HOW DO YOU TAP IT?
Enterprise Social Contextual Content Stratified Systems

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KNOWLEDGE IS POWER … BUT HOW DO YOU TAP IT?
• Enterprise Social is the crowdsourcing of knowledge – capturing conversations previously
buried within phone calls and emails – and making the knowledge into a corporate asset
shared with, and discoverable by, everyone.
• Contextual Content delivers information – in the form of social conversations, emails,
documents and data – into the hands of your users within a context that makes sense to
them … their own.
• Stratified Knowledge Management is the classic approach to building an organized,
taxonomic system for storing and managing knowledge.
Combining these systems and approaches with the “folk wisdom” of enterprise social and
surfacing both types of content via contextual filtering? That’s the modern way to finally realize
valuable ROI through knowledge management initiatives.

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QUESTIONS?
Please submit your questions in
the chat box

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• Twitter.com/PRFT_Transform
• Blogs.perficient.com/digitaltransformation/
• Perficient.com/Thought-Leadership/White-Papers