Within this white paper we zoom in to why Telcos struggle to deliver successful transformation programmes.
What is it they do wrong and how could they prevent this.
We also look into the different approaches Telcos take when it comes to technology and implementation partner choices
In partnership with IDG, our 2022 Insight Intelligent Technologyā¢ Report examines how companies are making progress on long-term IT strategies to meet the changing, post-pandemic expectations of their businesses, their employees, and the market more broadly.
Infographic | The Growing Need for Fast, Secure TelehealthInsight
Ā
Could telehealth be the way patients are triaged in the future? Letās explore the current landscape, the benefits of telehealth and whatās needed for it to gain widespread traction across the industry.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
Ā
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development ā from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) ā enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Ā
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT departmentās high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
In partnership with IDG, our 2022 Insight Intelligent Technologyā¢ Report examines how companies are making progress on long-term IT strategies to meet the changing, post-pandemic expectations of their businesses, their employees, and the market more broadly.
Infographic | The Growing Need for Fast, Secure TelehealthInsight
Ā
Could telehealth be the way patients are triaged in the future? Letās explore the current landscape, the benefits of telehealth and whatās needed for it to gain widespread traction across the industry.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
Ā
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development ā from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) ā enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Ā
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT departmentās high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driverās seat.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Ā
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, āPharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.ā Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Purpose: The slides provide an overview on the Cognitive Computing trend for IBM clients and external stakeholders
Content: Summary information about the Cognitive Computing trend is provided along with many links to additional resources.
How To Use This Report: This report is best read/studied and used as a learning document. You may want to view the slides in slideshow mode so you can easily follow the links
Available on Slideshare: This presentation (and other HorizonWatch Trend Reports for 2015) will be available publically on Slideshare at http://www.slideshare.net/horizonwatching
Please Note: This report is based on internal IBM analysis and is not meant to be a statement of direction by IBM nor is IBM committing to any particular technology or solution.
GE: How an Industrial Leviathan became a Digital GiantCapgemini
Ā
An Interview with Beth Comstock ā Vice Chairman of General Electric exploring the companies key milestones in their Digital Transformation Journey. Areas explored include their trajectory towards a digital industrial company, GEās Predix Platform, a cornerstone in GEās digital strategy, how they operationalized their digital strategy through investment, greenfield and acquisitions, how they adapted a digital culture in a century old company and the rationale behind GE Digital, a shift to centralise their digital capabilities.
Deconstructing Digital Strategy and Transformation. Trying to break it down into some of it's constituent elements. Hopefully enabling a more execution friendly model of thinking about Digital Strategy.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in todayās volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible ā dexterous ā if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities ā capability and dexterity ā are digital organizations. This ādigital eliteā reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Emerging technology, disruption, and future predictions - What to expect in t...Naully Nicolas
Ā
"When you play the Game of Tech, you win or you die."
BUSINESSES have been talking about digital transformation for almost half a decade now, if not more.
However, as new and interesting technologies such as artificial intelligence and quantum computing become commercial-ready, old ones, such as social media and the cloud become more common-place.
Digital transformation isnāt foreign to companies in any way.
However, most find that itās quite a challenging task when you think about actually climbing the digital maturity curve, moving from scaling and implementing one emerging technology after another, across the organization.
Itās why organizations that want to continue to succeed with digital transformation in the new era must look for leaders, not managers.
Of course, this doesnāt mean burdening existing leaders in the organization with shop-floor level responsibilities.
Instead, it means helping managers and executives across the organization think like leaders and create a mindset that suits the fast-paced environment we live in.
Securing the Internet of Things Opportunity: Putting Cybersecurity at the Hea...Capgemini
Ā
The potential trillion dollar Internet of Things (IoT) business opportunity rests precariously on one critical factor ā security. 71% of executives in our survey agreed that security concerns will influence customersā purchase decision for IoT products. However, despite increasing cyber attacks and ample warning from security experts, most organizations do not provide adequate security and privacy safeguards for their IoT products. In fact, only 33% of IoT executives in our survey believe that the IoT products in their industry are highly resilient to cyber security attacks. Further, despite rising consumer concerns regarding data privacy, 47% of organizations do not provide any privacy related information regarding their IoT products.
So, why are organizations lagging behind in securing their IoT products and systems? Key reasons for this include an expanded attack surface, inefficiencies in the IoT product development process, and the lack of specialized security skill-sets. For instance, our survey showed that only 48% of companies focus on securing their IoT products from the beginning of the product development phase. Building a secure IoT system begins with the recognition that security needs to be as much of a priority as the features and functionality of an IoT product. The report highlights the key measures that organizations must take in order to put security at the core of their IoT value proposition.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Ā
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Going Digital: General Electric and its Digital TransformationCapgemini
Ā
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of āBuilding, powering, moving and curing the world. Not just imagining. Doing.ā This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: āI took over an industrial company, now it will be known as an analytics companyā. GEās focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GEās digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
The Work Ahead: Mastering the Digital EconomyCognizant
Ā
The Work Ahead is a research series providing insight and guidance on how business ā and jobs ā must evolve in an economy of algorithms, automation and AI.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Ā
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data ā the foundation of any successful AI strategy ā and balancing technology spend with investments in AI skills.
5 essential tips for successful digital transformation strategies in 2021OrangeMantra Tech
Ā
For business enterprises, Digital Transformation Solutions are highly important to achieve the desired success and remain competitive. But before implementing the change it becomes crucial to know about the important tips. The intent of this blog post was to discuss all the major digital transformation tips to make you realize that the change will come with technology inclusion.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driverās seat.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Ā
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, āPharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.ā Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Purpose: The slides provide an overview on the Cognitive Computing trend for IBM clients and external stakeholders
Content: Summary information about the Cognitive Computing trend is provided along with many links to additional resources.
How To Use This Report: This report is best read/studied and used as a learning document. You may want to view the slides in slideshow mode so you can easily follow the links
Available on Slideshare: This presentation (and other HorizonWatch Trend Reports for 2015) will be available publically on Slideshare at http://www.slideshare.net/horizonwatching
Please Note: This report is based on internal IBM analysis and is not meant to be a statement of direction by IBM nor is IBM committing to any particular technology or solution.
GE: How an Industrial Leviathan became a Digital GiantCapgemini
Ā
An Interview with Beth Comstock ā Vice Chairman of General Electric exploring the companies key milestones in their Digital Transformation Journey. Areas explored include their trajectory towards a digital industrial company, GEās Predix Platform, a cornerstone in GEās digital strategy, how they operationalized their digital strategy through investment, greenfield and acquisitions, how they adapted a digital culture in a century old company and the rationale behind GE Digital, a shift to centralise their digital capabilities.
Deconstructing Digital Strategy and Transformation. Trying to break it down into some of it's constituent elements. Hopefully enabling a more execution friendly model of thinking about Digital Strategy.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in todayās volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible ā dexterous ā if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities ā capability and dexterity ā are digital organizations. This ādigital eliteā reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Emerging technology, disruption, and future predictions - What to expect in t...Naully Nicolas
Ā
"When you play the Game of Tech, you win or you die."
BUSINESSES have been talking about digital transformation for almost half a decade now, if not more.
However, as new and interesting technologies such as artificial intelligence and quantum computing become commercial-ready, old ones, such as social media and the cloud become more common-place.
Digital transformation isnāt foreign to companies in any way.
However, most find that itās quite a challenging task when you think about actually climbing the digital maturity curve, moving from scaling and implementing one emerging technology after another, across the organization.
Itās why organizations that want to continue to succeed with digital transformation in the new era must look for leaders, not managers.
Of course, this doesnāt mean burdening existing leaders in the organization with shop-floor level responsibilities.
Instead, it means helping managers and executives across the organization think like leaders and create a mindset that suits the fast-paced environment we live in.
Securing the Internet of Things Opportunity: Putting Cybersecurity at the Hea...Capgemini
Ā
The potential trillion dollar Internet of Things (IoT) business opportunity rests precariously on one critical factor ā security. 71% of executives in our survey agreed that security concerns will influence customersā purchase decision for IoT products. However, despite increasing cyber attacks and ample warning from security experts, most organizations do not provide adequate security and privacy safeguards for their IoT products. In fact, only 33% of IoT executives in our survey believe that the IoT products in their industry are highly resilient to cyber security attacks. Further, despite rising consumer concerns regarding data privacy, 47% of organizations do not provide any privacy related information regarding their IoT products.
So, why are organizations lagging behind in securing their IoT products and systems? Key reasons for this include an expanded attack surface, inefficiencies in the IoT product development process, and the lack of specialized security skill-sets. For instance, our survey showed that only 48% of companies focus on securing their IoT products from the beginning of the product development phase. Building a secure IoT system begins with the recognition that security needs to be as much of a priority as the features and functionality of an IoT product. The report highlights the key measures that organizations must take in order to put security at the core of their IoT value proposition.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Ā
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Going Digital: General Electric and its Digital TransformationCapgemini
Ā
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of āBuilding, powering, moving and curing the world. Not just imagining. Doing.ā This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: āI took over an industrial company, now it will be known as an analytics companyā. GEās focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GEās digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
The Work Ahead: Mastering the Digital EconomyCognizant
Ā
The Work Ahead is a research series providing insight and guidance on how business ā and jobs ā must evolve in an economy of algorithms, automation and AI.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Ā
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data ā the foundation of any successful AI strategy ā and balancing technology spend with investments in AI skills.
5 essential tips for successful digital transformation strategies in 2021OrangeMantra Tech
Ā
For business enterprises, Digital Transformation Solutions are highly important to achieve the desired success and remain competitive. But before implementing the change it becomes crucial to know about the important tips. The intent of this blog post was to discuss all the major digital transformation tips to make you realize that the change will come with technology inclusion.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Ā
Digital technology continues to change the business world dramatically. This article provides business and IT leadersā helpful tools to drive and manage digital transformation effectively.
Digital Transformation Consulting ProposalBizzmaxx
Ā
The Digital Transformation Consulting proposal is a proposal to help customers to carry out projects using the Digital Transformation Planning methodology. Note that a staggering 84% of digital transformation projects fail to deliver their expected benefits resulting in enormous missing ROI, as well as the collateral damage to business strategy, shareholder value and team morale. What are the most important reasons why so many businesses struggle with digital transformation?
Presentation summarizes our thoughts about digital transformation and details the 5 main actions every large organization should consider in 2018. These are - Digitize the organization, Create a long term plan, Understand experience, Move the focus to fulfilment and create new services and products that enable direct contact with customers. Have a great digital 2018!
The world is moving aggressively towards being digital. This makes is important for you to adopt effective Digital Transformation.
Learn more:- https://bit.ly/3dwViEI.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'beingā digital.
How to embrace digital transformation in the Financial Services sectorBrandworkz
Ā
Digital has the power to transform business. Businesses in every sector are starting to go through a digital transformation. The Financial Services sector particularly is waking up to the potential of digital to integrate and streamline the entire business process. This slideshare offers insights from industry experts and tips for how to achieve digital transformation success if you are in Financial Services.
7 considerations to your digital transformation journeyTarang Rai
Ā
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
Five years on, itās 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 yearās 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 yearās 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 organisationās tolerance for failure. Only 15% of organisations were recognised as having a āfail fastā 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 youād 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.
BSG: A case study in Innovation. Presented by Jurie Schoeman at the TCI Futur...Jurie Schoeman
Ā
I presented at the TCI SA 4th MOBILE FINANCIAL SERVICES OF THE FUTURE CONFERENCE on the 17th September 2014, in Sunninghill, Johannesburg. The topic was 'A case study in disruptive innovation - how to create mobile solutions that customers love using, that are good for business, and that can be built and evolved quickly and sustainably'
[Earley] Building a Successful Digital Transformation RoadmapDuy, Vo Hoang
Ā
Digital transformation will be a top priority for boardroom
executives during 2016. Here are some data points:
ā¢ 125,000 enterprises expect revenue from their digital
initiatives to increase by 80% by 2020 (Gartner)
ā¢ Digital transformation initiatives will more than double by
2020, from 22% to almost 50% (IDC)
ā¢ 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.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
Ā
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. Whatās changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
š Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
Ā
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more āmechanicalā approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
Ā
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Enhancing Performance with Globus and the Science DMZGlobus
Ā
ESnet has led the way in helping national facilitiesāand many other institutions in the research communityāconfigure Science DMZs and troubleshoot network issues to maximize data transfer performance. In this talk we will present a summary of approaches and tips for getting the most out of your network infrastructure using Globus Connect Server.
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
Ā
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilotā¢UiPathCommunity
Ā
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalitĆ di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
š Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
šØāš«šØāš» Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Ā
Monitoring and observability arenāt traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current companyās observability stack.
While the dev and ops silo continues to crumbleā¦.many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Ā
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Ā
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4
Ā
White paper the 4 key reasons 70 percent of telco digital transformations fail and how to prevent them
1. The 4 key reasons 70% of Telco
Digital transformations fail and
how to prevent them
A whitepaper by
2. 1
Content
Summary 2
Structural change in customer behaviour and expectations 3
Why 70% of all transformations fail? And what to do about it 5
Scope and goals not clear 7
Lack of understanding of real customer needs 8
Not changing the internal culture 9
Giving up on quality over budget and time 10
Which strategies do operators typically use? 12
Best of suite approach, digital solution embedded with BSS vendor 13
Tier 1 Digital platform as baseline 14
In house build, open source, solution 15
What has proven to be the most successful strategy 16
The OpenCloudBSS Digital solution 16
3. 2
Summary
Digital transformation has been on the agenda of operators for over a decade now. But till date
many operators have still not completed or in some cases not even really started to execute a
successful shift to a great online customer experience.
Many, other industries have managed to successfully transform their business, leading to
increased expectations from customers for their digital interactions with any company. Operators
will no longer only have to at least match their direct competitors but also understand the wider
digital experience and expectation of their customers to stay relevant.
Knowing that digital transformation is crucial for operators to maintain and grow their market
share, why do we see so many operators making little progress.
Perhaps because 70% of all transformation programmes fail to deliver the expected results?
If the stakes of a successful digital transformation are high, then why can operators not get this
right? I believe that this is mostly because of a set of common mistakes that are made in failed
projects, which could be prevented:
1. Scope and goals not clear
2. Lack of understanding of real customer needs
3. Not changing the internal culture
4. Giving up on quality over budget and time
In this white paper I will give you more background information on why these reasons lead to
failure and what to do to prevent them from happening.
With the conditions to run a successful programme in place, the next question is, what strategy
and solution to use to implement and deliver the benefits of a successful digital transformation.
Operators in general, use 3 different strategies:
1. Best of suite approach, digital solution embedded with BSS vendor
2. Tier 1 Digital, cots, platform
3. In house build, open source, solution
You can find the different options and the pros and cons per approach that can help you to decide
which option would work best for your organisation.
At the end of this white paper I will tell you the approach I have seen being the most successful
way operators can achieve great results.
Thank you for reading this white paper and hope it helps you to start AND complete your Digital
transformation journey
Martin Kievit
CEO OpenCloudBSS
4. 3
Structural change in
customer behaviour and
expectations
āIf there is one thing that has changed customer behaviour and expectations
during the pandemic, then this is around the digital savviness of consumers in
almost all age groupsā
5. 4
Structural change in customer behaviour and expectations
Discussions around digital strategies and customers moving more and more towards the use of
digital channels as websites and mobile apps have been around for over a decade.
Personally, I got involved in the first digital transformation in 2009 where the operator I worked
for at the time implemented a new BSS platform and one of the programmes KPIās was to move
people from the call centre to using the self-service website.
The key driver at that moment was cost reduction. Any customer using the web instead of calling
the call centre was a direct cost saving of 5 Euro per call. Of course, we also had some NPS
improvement KPIās as you would expect, but cost reduction was our main driver.
Over time the drivers for digital transformation programmes have shifted from mainly cost saving
to much more focus on Customer Experience and NPS improvements.
Effectively from reducing cost to increasing revenue and customer life time value which I believe is
a much better way to approach business.
The real change moving from off line (retail, call centre) to
online (web and mobile app) is for most operators a long
and slow process.
Online sales still account for only 10 to 20% of total sales
numbers for many operators and the use of self-service
web and mobile applications is also small compared to the
number of customers still calling the call centre or visiting
shops.
In a time where most customers are getting used to buy and service themselves online in other
industries, when it comes to Telco, customers still under utilise the online channels.
If there is one thing that has changed
customer behaviour and expectations
during the pandemic, then this is
around the digital savviness of
consumers in almost all age groups.
Online purchasing has become the new
normal and customers are expecting
easy to use sales journeys that help
them to make their decisions.
Operators that get this right have a
clear advantage over their competitors.
āOnline sales for many
operators account for only 10 to
20% of total salesā
6. 5
Why 70% of all
transformations fail? And
what to do about it
āThis is not because operators are not trying to get their digital strategy right.
Many operators have invested large sums of money in Digital transformationā.
7. 6
Why 70% of all transformations fail? And what to do about it
So, if this topic of digital transformation is on the agendas of operators for over a decade, what is
stopping them from successfully completing this. Why do they struggle to match the experience
they deliver with other, more successful industries or companies?
This is not because operators are not trying to get their digital strategy right. Many operators have
invested large sums of money in Digital transformation
But, a quick search on the internet will tell you that a staggering 70% of all started digital
transformation programmes fails. From the remaining 30% that gets completed a large number
does not reach the goals that were set at the start of the programme. This leads to no material
increase from a customer experience perspective.
I believe this comes down to 4 things
Luckily a percentage of the programmes does reach and, in some cases, even exceeds the
expectations set at the start. What is it that these companies get right?
In the next chapters I will go through the 4 reasons mentioned above and provide insights in how
to prevent these common pitfalls.
Scope and goals not clear
Giving up on quality over
budget and time
Lack of understanding of
real customer needs
Not changing the internal
culture
8. 7
Why 70% of all transformations fail? And what to do about it
Scope and goals not clear
Typically, a digital transformation programme covers at least a few of the following areas:
For any programme to be successful it is important for the programme goals and outcomes to be
made crystal clear. Preferably in measurable results. Like: improve NPS with 10 points, reduce
Time To Market for new offer launch to 1 day, reduce cost with 10%, increase online sales with
20%, clear sales target structure supporting Omni channel approach cross online and retail sales.
Once the programme success criteria have been defined it is essential that they are validated and
signed off by the senior management team.
Digital transformation programmes will impact
the entire company, it is therefore essential that
senior management buys in to the programme
and provides full support to it. That includes that
they might have to take short term pain into their
own organisation / department to achieve the
longer-term success the programme can deliver.
Once the goals have been validated and are supported by the complete organisation a roadmap
on how and when to deliver specific results can be created. It is important that a programme
delivers incremental success and benefits for it to maintain priority and support. Typically, the
attention span of an organisation is 3 to 4 months, if no results are delivered in a period like that
programmes typically loose priority and attention. Delivery plans should take that into account.
The goals set before the programme really starts must be used by both the delivery team as the
Steering Committee to make their decisions along the way.
Goals set should never be compromised to ensure the outcome is protected.
āFor any programme to be successful it is
important for the programme goals and
outcomes to be made crystal clear,
preferably in measurable results.ā
9. 8
Why 70% of all transformations fail? And what to do about it
Lack of understanding of real customer needs
Many companies start their Digital transformation journey as an internally focussed programme.
The programme has its goals set and people are trying to deliver towards these goals without
validating if this is what their customers are expecting.
Before the programme is started it is important
to consider what it is your customers are
expecting. What does your competition offer in
your industry, which should be your baseline
bench mark, what do other industries offer
that are operating within your country or to
your customer segment, that is your customers
baseline bench mark. What are trends in other
countries you can learn from. And of course,
ask your customers what they would like.
This last question could be raised as part of a standard NPS survey which would give you great
insights not only before you start your project but would also work as direct feedback loop on any
change implemented.
The following model could help to create a holistic view of your customer needs to ensure that
your programme delivers to and beyond their expectations
When it comes to the
deployment and roll out of
your solution it is again
important to create a roadmap
with incremental change and
improvements that allows
your customers to gradually
get used to the change and
allows you to directly act and
steer based on customers
feedback on your changes.
I suggest you start with aligning with your direct competitors as soon as possible, then bring
yourself on par with the digital leaders in your country and perhaps after that start introducing
more advanced features, all depending on your customer needs.
What is the experience provided by your
direct competition & other industries in your
market?
This sets the bench mark that you will have to
reach as baseline.
10. 9
Why 70% of all transformations fail? And what to do about it
Why 70% of all transformations fail? And what to do about it
Not changing the internal culture
Digital transformation is not just a technology change. I know this is (or at least should be) an open
door that everyone is aware of, but this is where it still goes wrong in so many cases.
Source: https://www.tutorialspoint.com/human_resource_management/human_resource_management_organizational_culture.htm
To successfully change a culture a plan covering all elements in the picture above must be in place.
In reality however, the IT department is replacing all systems supporting the digital experience to
customers, but Marketing, Sales and Customer Care teams are too busy with their day to day
activities that they do not have the time or interest to get engaged. Once IT is finished with their
activities, they have delivered a solution that is not in line with what the business was expecting to
get. Sounds familiar?
Or operators introduce Omni Channel sales capabilities, so customers can order online and pick up
in store or start in store and finish their order online or any other combination but forget to align
their sales target and commissioning system with this.
Once the capabilities are introduced the incentive for the sales teams to use them are not there.
Arguments start on who gets the commission for which order.
The last and most common example in this category is forgetting that running a new agile
platform can only work if all internal processes and the mind set of people working within these
processes are aligned with this new way of work.
Rigid ITIL processes around Release Management will hamper the ability of the agile teams to
deploy their releases to production. Long Product Life Cycle Management processes will still
prevent the company from releasing new products within the aspired 1 day.
Making changes to all processes and policies involved and changing the environment and mind set
of the people are key to reap the success the programme has delivered.
Without these changes the capabilities might be there, but they will not be utilised.
11. 10
Why 70% of all transformations fail? And what to do about it
Why 70% of all transformations fail? And what to do about it
Giving up on quality over budget and time
All programmes come under pressure. Unforeseen things happen either inside or outside the
programme. Business requirements change due to new insights from competitors or technology
changes along the way. Things are more complicated than expected and therefore take more
time, cost more money and many other reasons.
This is the time where the programme and its support in the organisation gets tested.
Effectively there are 3 things any programme can do to cope with this pressure:
1. Increase programme cost
2. Extend programme time lines
3. Reduce programme quality / outcome (remove features)
These are always hard decisions.
There is never more budget available, everyone is under pressure already. Extending the
programme time lines might lead to missing important deadlines, incur even more cost or loosing
interest and priority in the organisation. The easiest and most chosen option therefore is often to
sacrifice features and reduce the programme scope.
Although this is an easy way from a programme
management perspective this is also a very
dangerous way to go. Once you start reducing
the features the programme will deliver you
directly start impacting the value that will be
delivered by the programme.
Any feature in scope should contribute to your
goals set at the start. Therefore, if you sacrifice
one of these features there will be an impact on
the results the programme will deliver.
For this reason, I strongly suggest to not go down this route because although it might get you to
the finish line within the time and budget which are of course great, missing out on the benefits of
the programme might have a much larger impact on the bottom line of the company.
How to solve this dilemma?
Programmes should be run based on a business case. Not only at the start of the programme to
justify the programme to even start. But actively throughout the complete delivery of the
programme and evaluation of achieved results at the end.
How to balance between quality, cost
(budget) and time?
This is typically one of the key questions in
any project that can influence the result and
success considerably.
12. 11
Why 70% of all transformations fail? And what to do about it
By running your programme in this way any change to the programme can be evaluated. Not only
from a time and cost perspective but also from a bottom line perspective.
This means that once a change has passed some initial evaluations from a technical perspective
and is seen as a valid change the impact of the change on the business case needs to be assessed.
Does this change positively impact any of the original programme goals (or prevents negative
impact if not implemented)? What is the impact on the business case of this change, both from a
cost and revenue perspective? It is possible to relate NPS increase to churn and with that quantify
the expected Customer Experience increase
In the same way any decision to drop or swap a feature from the existing scope should be
evaluated on its impact to cost and revenue.
This will allow the Steering Committee to make an informed business decision beyond the
simplified view of cost and time lines.
13. 12
Which strategies do
operators typically use?
āOn high level there are only 3 routes chosen by operators.
Leave it to the BSS vendor, follow a Tier 1 digital platform
operator or in house-buildā
14. 13
Which strategies do operators typically use?
Over the years I have seen operators taking different approaches to their digital transformation
execution. On a high level they come down to 3 main strategies that are being followed.
In the next chapters I will zoom in on these different approaches
Best of suite approach, digital solution embedded with BSS vendor
This approach is usually only taken if the digital transformation programme runs together with a
BSS (CRM and Billing) replacement programme. To be able to take this approach, if desired, timing
is important.
Within this approach the operator selects a BSS vendor that does not only provide the CRM and
Billing back end applications and internal user interfaces but also asks the BSS vendor to take the
responsibility to deliver the digital channels consisting out of eCommerce, web self-service and a
mobile app.
One of the key drivers behind this approach are typically moving as much responsibility of this
large, complex project to a single point, the BSS vendor.
Over the last few years BSS vendors have invested heavily in fully pre-integrated digital solutions
they can deliver together with their BSS platform.
Best of Suite approach
Tier 1 digital platform
as baseline
In house build solution
15. 14
Which strategies do operators typically use?
The benefits of this are clear:
ā¢ Single vendor solution from commercial and delivery perspective, reduced programme risk
ā¢ Pre-integrated solution delivers fast initial results, all available features can be launched
from the start
ā¢ Commercially this often also looks more interesting at the start
But next to these benefits there are also some downsides on this approach
ā¢ BSS vendor solutions are often not mature, digital native solutions. Lacking the flexibility
digital teams require to improve the journeys, look and feel and content
ā¢ Integration to 3rd parties like Campaign Management for Next Best Offer and Next Best
Action or to external content providers to for example enrich device data information are
not flexible or sometimes not even possible
ā¢ Journeys are hard coded and limited flexibility for the digital teams to for example make
small tweaks in the check-out process to improve conversion rates
ā¢ Introduction of new features must follow the BSS vendor release process and cannot be
done in an agile way
ā¢ The time to market for these types of solutions is typically long because of the dependency
of the overall BSS programme. The digital solution can only go live when the BSS platform
goes live
The success of this approach is mainly strong around the moment of go live. Full functionality is
available at the moment of go live and usually a big improvement compared to the as is situation
is achieved.
After going live digital teams struggle more and more to improve the customer experience and
journeys to address their specific market requirements.
Tier 1 Digital platform as baseline
Within this approach operators select a tier 1 digital platform as for example Liferay, Adobe
Experience Manager or Magento.
Well established digital platforms that support a wide variety of use cases in multiple industries.
16. 15
Which strategies do operators typically use?
These solutions can be deployed together with the replacement of a full BSS platform but can also
be deployed completely independent as a programme on its own that has clear focus and goals.
This approach comes with its own set of benefits as:
ā¢ A rich set with out of the box available templates and digital features
ā¢ Training material available to get teams up to speed in a short period of time
ā¢ More influence on actual look and feel and journeys for the operator compared to the best
of suite approach from the previous chapter
ā¢ Good availability of SIās that have experience in delivering the selected platform
But like with all things in life where there is an upside there is also a down side.
For this type of solutions these typically are:
ā¢ Platform is industry agnostic and does not cater specifically for the Telco industry which
leads to a lack of Telco specific capabilities
ā¢ To be able to support different industries the platform is big and heavy with many features
in the platform that are not required and used negatively impacting the performance and
complexity to maintain
ā¢ Rigid CMS data model
ā¢ Limited possibility to tweak the page rendering beyond making changes to templates
In many implementations we see operators building workarounds to handle some of these
limitations either during the initial project or once the first changes after going live must be
applied.
In house build, open source, solution
This approach is typically used by companies that have digital transformation as part of a wider
transformation programme. Not so much a BSS transformation programme in this context but
more a business model transformation, with focus on extending the types of services sold to
customers, building a layer on top of different back end systems covering for example mobile and
fixed or transforming themselves into digital service providers.
17. 16
Which strategies do operators typically use?
Which strategies do operators typically use?
As part of this approach operators typically start building in house (agile) teams and take control
of their own digital future with less limitations then in the other 2 approaches.
Instead of selecting readymade full solutions the teams are separated into CMS, integration /
business logic layer and presentation layer teams. Every team gets the freedom to select their own
solution they want to work with to drive the best result for the overall project.
They can decide to get a cots product and develop on that in case of for example a headless CMS
or business logic layer or can decide to start developing their own component from scratch.
With a true agile approach, epics and use cases are defined and planned into sprints. The teams
work closely together in small iterations to develop and integrate their components into an overall
solution.
The benefits of going this way are:
ā¢ Full flexibility and control over capabilities and user experience
ā¢ Fast time to market once solution is launched
ā¢ Close cooperation between business and IT development teams using product owners for
the different components
ā¢ Influences company culture positively with inhouse team and agile way of working
Just as with the other 2 approaches there are of course also down sides on this approach:
ā¢ Starting with less or none Out of the Box assets requires more in-house knowledge as to
what to build and how to structure for example CMS data
ā¢ Initial project will take more time to deliver a full set of capabilities
ā¢ Increased responsibility on the operator side to deliver
Taking on the responsibility to deliver digital channels in house requires full dedication and
support of the complete C-level team to make this a success. It takes upfront commitments and
cost to change the organisation and invest in building up the capability to deliver long term change
using incremental growth and improvement.
18. 17
What has proven to be the
most successful strategy
āSuccessful companies become successful not because they have their strategy
100% right at the start but because a flexible architecture and organisation that
allows them to learn, adapt and grow at the same time they bring instant,
incremental improvements to their customersā
19. 18
What has proven to be the most successful strategy
After talking to and observing the results of dozens of operators we see the companies that
transform not only their customer experience but successfully transform their own organisation
into an agile, customer experience focusses company are the ones that drive real success.
This typically comes with building up in house capabilities to not only define the strategy but also
implement this strategy with focus and success.
Successful companies become successful not because they have their strategy 100% right at the
start but because of a flexible architecture and organisation that allows them to learn, adapt and
grow at the same time they bring instant, incremental improvements to their customers.
It is this learning fast and flexibility that allows the successful operators to achieve their success.
Large āset in stoneā programmes setup in waterfall over a 12 to 24-month period are destined to
fail in this arena.
A combination of building up the in-house
capability while working with a flexible, agile
solution provider or solution integrator that
can help to quick start the initial phase
increases the chance of success. The initial,
new, team can work with the partner and
learn from mistakes made in other
programmes.
The programme can delivery quick results to maintain momentum in parallel to strengthening the
in-house capability.
While choosing the partner it is important that the technology provided will not lock the operator
in moving forward.
The technology selected should provide enough flexibility for the in-house teams to progress the
solution into the required direction for your brand and customer needs.
āSuccessful companies become successful not
because they have their strategy 100% right at
the start but because of a flexible architecture
and organisation that allows them to learn,
adapt and growā
21. 20
The OpenCloudBSS Digital solution
Based on what we learned, looking to what does and does not work we have developed our
OpenCloudBSS Digital platform.
As baseline we have taken the in-house build approach focussed on a solution fit for purpose for
Telcoās.
We use an opensource, headless CMS from Strapi, which allowed us to build our own data model
and structure. It also provides us with the possibility to manage all content for any webpage and
the mobile app in a single place.
Our middleware is in-house build and handles all business logic and integrations that require
coordination of collecting the information before it is submitted. This is usually the case with data
required for BSS systems, Campaign Management (Next Best Offer) and Payment providers.
The online component takes care of the rendering of the pages in the correct format for the
device used by the customer to ensure a great experience on any device.
With our solution we enable operators to get the benefits from the most successful approach
faster. We provide 3 different cooperation models:
1. Our team works as your internal team and delivers the Digital transformation based on a
combination of our platform and experience
2. Our team works closely with your team to start the digital transformation journey and as
we go along, we hand over the solution and activities completely to your team.
3. Your team uses our solution as baseline to start their digital transformation journey. This
helps them to kick start the project, benefitting from the Telco specific assets and data
models we have already build as part of our solution.
If you are looking to kickstart your digital transformation and would like to brainstorm on how to
best achieve your results, feel free to reach out!
22. 21
Martin Kievit
Chief Executive Officer
martin@opencloudbss.com
+44 75 77 644 992
About us
We are passionate about providing a great Digital Customer Experience!
In our view the importance of the Digital Experience for customers is ever growing. Expectations of
customers about what they can do themselves and the experience provided to them when servicing
themselves are increasing, driven by new technological opportunities implemented by direct and indirect
competitors of your company.
Finding a great balance between providing a great Digital Customer experience and changing the focus and
mindsets within the organisation while actually achieving results is always a challenge.
We love being part of that process!
Our team is a great mixture of people with a background in Marketing and Sales within service providers
and great, creative technical engineers that love to make simple to use solutions. This allowed us to build a
platform that your customers will love to use.
Weāre always looking forward to new business opportunities!
Interested in our platform, services or looking for more information? Feel free to drop me a message or give
me a call!