The document discusses the imperative of digital transformation for businesses in the face of evolving competition from digital giants and fintechs. It emphasizes the importance of customer-centricity, data intelligence, and adaptability to new technologies and channels to remain competitive. Companies must embrace a strategic plan for digital transformation that includes total engagement, open ecosystems, and continuous improvement to thrive in the rapidly changing landscape.

1. DIGITAL TRANSFORMAION
WHY?
WHAT?
HOW?

2. MORETHAN 500 PEOPLETRANSFORMING COMPANIES
AROUNDTHEWORLD

3. “Si quieres construir un barco, no empieces por buscar
madera, cortar tablas o distribuir el trabajo. Inspira
primero en los hombres y mujeres el anhelo por el ancho
y libre mar.”
Antoine de Saint-Exupéry
Libertad y responsabilidad
Organización sin jerarquías
Y sin procedimientos

4. Hace 15 años…

10. BBVA
BBVA–Stratio Joint Venture for Corporate-Wide
Digital Transformation

11. WHY AND WHEN TO TRANSFORM?
TWO TYPES OF NECESSITY

12. Conclusión
Necessity
to survive
Maybe too
late

13. Who has used some of this?

14. “Add distinction and
avoid extinction”
Nothing is riskier
than not to risk

15. 15
Necessity to continue being a leader is the way to go

16. Imagen Dragon
What are the digital challenges faced by our business?
WHY?:
NEW AND CHANGING COMPETITION

17. BANKING RETAILTELCO MEDIA LEISURE INDUSTRY ENERGYTRAVEL
THE BIG DIGITAL DRAGONS LIKE GOOGLE, AMAZON, FACEBOOK…
ARE CHALLENGING ALL SECTORS.

18. BIGGEST THREAT
 Big Digital companies
 Fintechs
 Startups
 Neobanks of existing players
 Traditional competitors partnering
 Companies from other sectors
 Others

19.  Transparency, a key principe. You can
not hide anything from customers
 TransferWise aggressively pushing its
alternative in London, UK
FINTECHS AGGRESSIVENESS

20. A DIGITAL AND GLOBAL WORLD

21. DIGITAL IS REINVENTING HUMAN EXPERIENCE
HOW PEOPLE LIVE, WORK, PLAY AND CONNECT

22. WE ARE IN THE AGE OF CUSTOMERS

23.  20% of your customers give you 80% of your revenue
 10% of your customers give you 90% of your profit
 98% of dissatisfied customers never complain, they just
leave
 65% of lost customers are due to negative experiences
 75% of negative experiences are not related to the
product
 It costs 3 times more to acquire than to retain a custome
 12 times more to win back a dissatisfied customer.
 Over 5 years a company retains 20% of customers
 5% increase in retention increase profits by 25 to 55%
 A very satisfied customer will tell 3 people.
 A dissatisfied customer will tell 12
 A very dissatisfied customer will tell 20
CUSTOMERS ARE IN CONTROL

24. THIS GAP BETWEEN DIGITAL CUSTOMERS IN THE CUSTOMER AGE AND
PHISICAL COMPANIES IS THE REASON FOR DIGITAL TRANSFORMATION
CUSTOMERS ARE MORE
DIGITAL THAN PHYSICAL
COMPANIES….
AND ADVANCE FASTER

25. THE DAWN OF MACHINE AGE

26. WE ARE DIGITALIZING THE WORLD

27. SATELLITES

28. SENSORS, IOT, M2M

29. WHERE SOME ONLY SEE NOISE

30. OTHER GETS PATTERNS AND VALUE

31. THINK OUT OF THE BOX
WE ARE TRANSFORMING THE WORLD INTO DATA

32. NOT ONLY DIGITALIZING THE WORLD,
BUT WHAT IS HAPPENING AT THE WORLD
AT ANY MOMENT

33. WEARABLES
WHAT WE ARE FEELING
WHERE
WHEN
SENSING YOU

34. WE CAN TRANSFORM
THE FEELINGS OF THE
CUSTOMERS, AND SELL
SOMETHING
APPEALING TO THE
WAY THEY FEEL

35. CUSTOMERS’ JOURNEY WILL HAVE
INFINITE TOUCHPOINTS
ANY PLACE WILL BE A TOUCHPOINT

36. THE CUSTOMER AGE AND THE MACHINES AGE
We are in the fusion between people and machines
in ways we are not able to imagine yet

37. THE PRESENT
DATA INTELLIGENCE IN REAL TIME

38. THE FUTURE IS ARTIFICIAL INTELIGENCE

39. Taxi drivers, uber drivers? Not needed with Selfdriving cars

40. Pizza delivery people? Robots delivery

41. Truck drivers? Selfdriving trucks

42. More than 500 million Jobs will be lost
And other 100s of millions
will be created

43. Drones cost per unit:
3D printing cost averages
for equivalent functionality Industrial robots: Costs for DNA sequencing:
Solar power cost per kWh: Sensors:
Cost of smartphone
with similar specifications:
- 2007: $100k
- 2013: $700
- 2007: $40k
- 2014: $100
- 2007: $550k
- 2014: $20k
- 2000: $2.7bn
- 2007: $10mn
- 2014: $1k
- 1984: $30
- 2014: $0.16
- 2009: $30k
- 2014: $80
- 2007: $499
- 2015: $10
TECHNOLOGY EVOLUTION IS EXPONENTIAL
TECHNOLOGY COST IS ALSO DECREASING EXPONENTIALLY
In the next 20 years the technology advancement will be equal to all previous technology advancement until now

44. “What does mean exponentially?”

45. The company that moves more people?
THE NEW LEADERS HAVE CERO PHISICAL ASSETS, ONLY DIGITAL ASSETS
(Cars = 0)
(Hotels = 0)
(Music Studios = 0)
(Movie Studios = 0)
The company that reserves more rooms?
The company that sells more music?
The company that sells more movies?
SOFTWARE IS EATING THE WORLD
THE WORLD HAS CHANGED
THE WORLD IS CHANGING

46. FROM NECESSITY COMES THE DECISION OF DIGITAL TRANSFORMATION
AND ONCE YOU HAVE MADE THE DECISION YOU WILL NEED THE WILL AND
PERSEVERANCE TO EXECUTE IN A TRY-AND-LEARN APPROACH

47. WHAT?
WHAT SHOULD I BECOME TO BE A
DIGITAL COMPANY?

48. WHAT TO BECOME IS A LOGICAL
CONSEQUENCE OF THE DIGITAL AND
GLOBAL WORLD
THE CUSTOMER AGE
THE BEGINNING OF THE MACHINE AGE

49. 1st VECTOR FOR DIGITAL TRANSFORMATION:
CUSTOMER CENTRICITY OBSESSION
Customers are the new bosses, adapt to them as fast as they required, or
you will loose your competitive advantage to become a laggard.

50. CUSTOMER CENTRIC OBSESION REQUIRES CONTINUE CUSTOMER
EXPERIENCE IMPROVEMENT AND
SEAMLESS OMNICHANNEL

51. DIGITAL LEADERS DELIVER 10 TIMES MORE CONVENIENCE
CUSTOMER EXPERIENCE
HOW TO BECOME THE 10 TIMES MORE CONVENIENCE COMPANY?

52. NICE INTERFACES DON’T DELIVER 10 TIMES
MORE CONVENIENCE CUSTOMER EXPERIENCE
10 TIMES REQUIRES A COMPLETE NEW SET OF
TECHNOLOGIES
(and mindset)

53. I HAVE TO KNOW MY CUSTOMERS BETTER
THAN THEIR FAMILIES

54. DIGITAL CHANNELS ARE THE CHANNELS THAT WILL HAVE MORE CONTACT
MOBILE CHANNELS ARE ALREADY THE CHANNEL WITH MORE CONTACT OR
THE ONES GROWING MORE
2ND VECTOR FOR THE DIGITAL
TRANSFORMATION:
DIGITAL CHANNELS
PRIORIZING MOBILE

55. CUSTOMERS SHOULD BE ABLE TO BUY AND MANAGE ALL PRODUCTS
AND SERVICES
IN ANY CHANNEL, PHISICAL AND DIGITAL
JUMPING IN BETWEEN SEAMLESSLY

56. JUMP AND ADAPT TO THE NEW CHANNELS

57. IN A GLOBAL AND DIGITAL WORLD
IN THE THE MACHINE AGE
DATA IS KEY
THIRD VECTOR FOR DIGITAL TRANSFORMATION:
DATA INTELLIGENCE IN REAL TIME

59. YOU CAN NOT BEND A
PHISICAL SPOON
BUT YOU CAN BEND A
DIGITAL WORLD

60. THINK OUT OF THE BOX
IN A DIGITAL WORLD
THE ONLY LIMITS ARE
YOUR IMAGINATION

61. TECHNOLOGY
CULTURE AND ORGANIZATION
BUSINESS
HOW?

62. 62
TOP DOWN
FROM BOARD AND CS TO ALL COMPANY
ONE DIRECTION FOR THE WHOLE COMPANY
TOTAL ENGAGEMENT

63. DEFINE A DIGITAL TRANSFORMATION STRATEGIC PLAN
FROM AS IS TO TO BE
DEFINE THE TIME PERIOD
DEFINE THE INITIATIVES AND BUDGET NEEDED

64. CREATE A DIGITAL TRANSFORMATION EXECUTION PLAN
DEFINE KPIS, MEASURE IN A TRY AND LEARN, AND TRY AND FAIL PARADIGM

65. FROM INSIDE OUT TO OUTSIDE IN

66. Increase the value proposition

67. Partner with other companies and other sectors

68. Build an open ecosystem
Open products, Open technologies, Open APIs, Open innovation
Fill the gaps

69. REGAIN THE CONTROL
OPEN SOURCE
ENGINEERING TEAMS

70. FOLLOWER OR INNOVATOR?

71. HOW WILL BE THE WORLD AND
OUR CUSTOMERS IN 5 YEARS?

72. You can not stay looking whats coming

73. It is your choice to be disrupted

74. Or ride this wave and be a disruptor

75. “THEY CAN LIVE IN MY NEW WORLD
OR DIE IN THEIR OLD ONE”
DAENERYS TARGARYEN, GAME OF THRONES

76. That’s all, thanks
“Quality s not an action, it’s a habit “
Aristóteles