Digital transformation involves using digital technology in new ways to solve traditional business problems and drive organizational change. The presentation discusses how digital transformation differs from related concepts like digitization, analytics, and outsourcing. Key aspects of digital transformation include leveraging data as a strategic asset, adapting to digital natives, and undergoing cultural and technological changes. Methods like agile project management and design sprints are presented as ways to accelerate transformation. The presentation also provides examples of how companies have transformed, such as Domino's Pizza using digital strategies to regain market share.

1. DIGITAL TRANSFORMATION
A novel use of digital technology to solve traditional problems
BCM monthly meeting
17 April, 2019
Munkzorig.B, Director of IT division, MobiCom Corporation

2. Agenda
1. DX
2. Industrial revolutions
3. Exponential growth
4. Agile scrum
5. Business process change via O365

3. Digitization to DX
Effect

4. What is not DX?
• is NOT Analytics. DX is using quality data to question your assumptions and
challenging the status-quo.
• is NOT about data capture and storage. DX is about data consumption to improve
decision making, compliance, and operations.
• is NOT an IT initiative. DX is focusing on the business goals and outcomes and not
the technology.
• is NOT an outsourcing initiative. DX is having a simple, scalable, and flexible digital
infrastructure to serve the business effectively.
Forbes: Over 84% of DX initiatives in
business enterprises fail.

5. Why DX?
Turning Technology
Into Business Transformation
The DATA is new GOLD.
Traditional finance

6. Domino’s
Domino’s were losing market share and stock
prices decreased to $3 (today 211$) in 2008.
Targeted digital natives and implemented DX. In
2017 took back the #1 position & stock prices
increased by 2000% since 2010.

7. Why we need to transform?

8. Digital immigrants vs. Digital natives

9. Organizational transformation
Operation &
cost efficiency
Business
benefit
Business
growth
Culture Transformation
Technology & Innovation
Customer experience
Digital business & services
It's Not the
BIG that Eat
the SMALL
...It's the FAST
that Eat
the SLOW
Jason Jennings & Laurence Haughton
Speed to Market!!!
AGILE ORGANISATION
“Digital strategy fails if not more than 70% of management commits”

10. Digital capability vs. leadership capability
Capgemini Consulting and MIT Center for Digital Business
LEADERSHIP CAPABILITY
DIGITALCAPABILITY
DIGITAL MASTERS
CONSERVATIVESBEGINNERS
FASHIONISTAS
Telecom

11. Industrial revolutions
Design principles:
1. Interconnection (IoT)
2. Information
transparency (BD)
3. Technical assistance (BI
& CPS)
4. Decentralized decisions
(AI)

12. Competitional landscape in industrial ages
1.0 2.0 3.0 4.0

13. Exponential growth

15. Agile scrum – project management
Feasibility
&
Research
Design Code Test
Waterfall
Feasibility & Research
Design
Code
Test
Agile Scrum
Risk

16. Output of an Agile Sprint

17. Agile Scrum methodology/framework
Receive request from customer,
partner, stakeholder,
management and team member
Improvement
of product
backlog
Scrum manager
Daily
Sprint for
4 weeks
Sprint backlog
Team
members
Product
manager
Product backlog
Meeting for sprint
planning
Until sprint ends no
changes to the timeline
and members
Daily progress
report meeting
Sprint result
analysis
Sprint evaluation
Split tasks into
smallest as
possible
Choose
items to be
done by
Sprint
Prioritization
list of new
ideas,
features, items
New product,
improvement
Real case: After agile scrum,
saved time by 40%

18. Overview of design Sprint
The Sprint gives you a SUPERPOWER:
- You can fast-forward into the future to see your finished product and customer reactions, before making any
expensive commitments.
- Working together in a Sprint, you can shortcut endless debate cycle and compress months of time into a single
week.
Current method
/Waterfall/

19. Mobile app project
Sprint Methodology to learn (a being Agile)
Agile team work, and collective intelligence
Prototype of Mobile application
Further to apply how to optimize IT resource by implementing Sprint
methodology
Difference between Waterfall and Agile
Main Purpose
of MobiCom’s Design
sprint

20. Design sprint cycle

21. Actual process
Day 1
of Sprint
Day 2
Sketches
Day 3
Decision day
Day 4
Prototyping day
Day 5
Test day
 Introductions - Explain the
sprint.
 Set a long-term goal
 List sprint questions
 Make map
 Ask the expert
 How Might We notes
 Pick a target
 Lightning
demos
 Divide or
swarm
 The Four-Step
Sketch
 Sticky
decisions
 Divide
winners
 Making a
Storyboard
 Pick the right tools
 Prototype
 Trial run
 Finish up the
prototype
 Write interview script
 Remind customers to
show up for Friday’s
test
 Preparation for
Test
 Test with five
customer
 Watch together,
learn together.
 Look for patterns.
 Wrap up

22. Result
4. Real Teamwork
2. Life alike Prototype1. Test Method
3. Eye Difference (CX/UX)
WHAT WE
ACTUALLY LEARNT IS..
Customer Employee
VS

23. O365
1. The project outcome
• Zero downtime for Email, IM and other supportive services
• Mature collaboration tool used in the company communication (Teams, Power BI, Form,
Planner etc…)
• Avoid license issue
2. Budget efficiency: -43%
3. Performance by timeline:
TCO
-25%

24. O365 – BI tool
SAP BO Power BIAdvantage:
 Can manage user licenses
 Can see reports using any device from
anywhere
 Every one can create dashboard for themselves
and share it to others.
 Well integrated with Office 365
Current pain points:
 No suitable BI tool
 Poor data transparency - Unavailable data for accessible users
 Not enough automated report & data
 -> No quick analyze -> No quick decision
 -> More manual reports & data requests -> No time
for data analysis
 Manual tasks – ~300man/hours per month
 83.8% of report preparation task is manual
 90% of ad-hoc reports are manual
 Data check requests are 100% manual
Expected business benefit in MobiCom:
 Manual reports reduce by 75%
 Ad hoc requests reduce by 40%
 ~156 man/hour can be spent for Data
scientist/analysis preparation

25. Data analytics – high level architecture
Subscriber DB Billing Customer care Technical data Sales Devices
Data warehouse
Big data analytics /real-time/
Regular and
on-demand
Reports
Data analysts
Data scientist
Behavior-based
real-time
personalized offers
More precise
prediction
Business API
Real-time
dashboard
Now
Future

26. Lessons learnt
Instead of reviewing and updating the current business
process we stuck to keep as it is which resulted in a time
delay in implementing the project.
Use digital technology in a novel way to solve traditional
problems. Business process is the key!!!

27. Thank you!