digital transformation masterclass june 2016

Managing Digital Transformation

Masterclass June 2016

[email protected] / @jcaudron / +32 475 43 80 98

Hi, I’m Jo Caudron Active in digital since 1993

Internet entrepreneur involved in 20+ start-ups.

Founding Partner of

Are you an active social media user?

Do you embrace new technology?

Do you get your kicks from new business models?

Who are you?

@jcaudron

A story about Transformation

Sold in 40 countries!

@jcaudron

• we are a digital and innovative marketing consulting company

• founded in 2009 as Dearmedia, now the nucleus of the Duval Union ecosystem

• we work for large European clients

• we have a strong vision on the impact of digital and act accordingly

• we are advisors, writers, coaches and entrepreneurs

Long term strategy

Short term strategy

Fixing the basics

@jcaudron

Digital Transformation is a complex and never-ending

journey

TRANSFORMATION STRATEGY

ROADMAP

DIGITAL LEADERSHIP & CAPABILITIES ASSESS

TEAMSTRAIN & COACH

CHANNEL STRATEGY

POLICY & GOVERNANCE

SET-UP AND ROLL-OUT RUN

ROLL-OUT DIGITAL OFFICE

RUN DIGITAL OFFICE

CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER

SELECTIONRFP CREATION

LAUNCHDEVELOPMENT

BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL

BUSINESS MODEL

START-UP BUSINESS MODEL

PROJECT KICK-OFF

START-UP KICK-OFF (FUNDING, INCUBATION)

RUN PROGRAM/DEVISION/…

RUN START-UP (COACHING,

ADVICE)

START-UP BUSINESS

TRADITIONAL BUSINESS


IMPACT ANALYSIS NORTH STAR

VISION OF YOUR FUTURE

SCAN MARKET TRENDS & INTERNAL DIGITAL

READINESS

• INSPIRATION • IMPACT ANALYSIS • IDEATION

• TRANSFORMATION VISION

• MISSION • STRATEGIC MODELS

• TRANSFORMATION ROADMAP

PEOPLE

PROCESS

PLATFORM


TRENDWATCHING

STRATEGY

• TREND HUB • START-UP DATABASE • QUALITATIVE STORIES

• DIGITAL AGENDA

PLANNING

• ASSESSMENT • CONTAINMENT • DEVELOPMENT

DIGITAL LEADERSHIP• TEAM SCOPING & DEFINITION • CDO SCOPING & REQUIREMENTS • ASSISTANCE IN RECRUITMENT

INSTALL DIGITAL OFFICE• CDO AS A SERVICE • RUN DIGITAL OFFICE AD INTERIM • STAFF DIGITAL OFFICE AD INTERIM

RUN DIGITAL OFFICE Capabilities & Leadership

Solutions

Customer Engagement

Solutions• SOCIAL STRATEGY & POLICY • TRAINING COACHING • CONTENT MARKETING PRINCIPLES

DEFINE CHANNELS

• SOCIAL CHANNEL SET-UP • CONTENT MARKETING SET-UP • AMBASSADORSHIP SET-UP

BUILD CHANNELS

• SOCIAL MNGR AS A SERVICE • CONTENT MNGR AS A SERVICE • STAFF SOCIAL TEAM AD INTERIM • STAFF CONTENT TEAM AD INTERIM

RUN CHANNELS

Service, Product &

Platform Design• STRATEGIC REQUIREMENTS • FUNCTIONAL REQUIREMENTS • SERVICE DESIGN • RFP PREPARATION

DIGITAL• PARTNER/VENDOR SELECTION • DEVELOPMENT COACHING &

GUIDANCE

PARTNERS• PROJECT MANAGEMENT • PROGRAM MANAGEMENT

PROJECTS & PROGRAMS

OPERATIONDEPLOYMENT

Business Guidance

• BUSINESS MODEL DEFINITION • START-UP BOOTCAMPS

BUSINESS• INCUBATION • INVESTMENT • VTC

KICK-OFF START-UP• START-UP COACHING • BOARD ADVISORY • RUN VTC

RUN START-UP

THE BORING VERSION

Part 1 Setting the stage, about Digital Transformation


ROADMAP


TEAMSTRAIN & COACH

CHANNEL STRATEGY

POLICY & GOVERNANCE



RUN DIGITAL OFFICE

CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS






READINESS

Digital disruption is real. Expect a smack in the face…

who is your…

100.000jobs in banking got lost in 2015, because of

digital disruption (Antony Jenkins, the former CEO of Barclays)

Where did the money go?

@jcaudron

Disruption

Modeling

Transformation

You have a choice

@jcaudron

Disruption

Modeling

Transformation

You have a choice

Fear

Insight

Direction

1995+MusicPhotographyVideo Rental…

2010+Print MediaTVTravelHR…

2015+RetailHealthcareAutomotiveEducationTelcoFoodFMCGBanking/Insurance…

2020All Safe havens will be subject to digital disruption…

WAVES OF DISRUPTION

@jcaudron

What can we learn?

Digital Disruption is a story of…

%

This is NOT our story

YOU THEM

We are COMPLIANT! We are a TRUSTED partner!

We have DECADES of experience! We are on SOCIAL MEDIA!

THIS is our story: the substantial minority

YOU THEM

We are COMPLIANT! We are a TRUSTED partner!

We have DECADES of experience! We are on SOCIAL MEDIA!

But your app sucks

I want experience

Uhh..ok

Cheaper AND better service?

Hey this solves my problem!

I don’t want to wait a week

The Tipping Point

YOU THEM

Part 2 Understanding Digital Disruption

Lack of understanding

creates fear

Putting things in a frame creates insights

• What can we learn?

Glass House

Package

Frog

GatekeeperTraveller

Participant

CyborgTHE WHEEL OF

CHANGE

New experts and our peers decide what matters

People participate,

share and co-create

their future

Technology becomes part of

everything we do

The relationship with the market

changes

New experiences in product, service & packaging

The position in the value chain changes

Mobile gives access to everything, everywhere,

every time

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

Media

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

versus

Retail

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

Food

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg


People participate,

share and co-create

their future


everything we do


changes




every time

Banking

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

Health

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg Auto-motive

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

versus

Publishing

Glass House

Package

Frog

GatekeeperTraveller

Participant

Cyborg

Who’s next?


People participate,

share and co-create

their future


everything we do


changes




every time

Client

Product

Channel

CompetitionPlace

Group

Technology

So, did this scare you or inspire

you?

Part 3 Creating a Digital Transformation Strategy


ROADMAP


TEAMSTRAIN & COACH

CHANNEL STRATEGY

POLICY & GOVERNANCE



RUN DIGITAL OFFICE

CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS






READINESS

• Intake report, not for broad distribution

Step

sD

eliv

erab

les

• 1d client time • SPOC + key people

Spec

s

• Digital Disruption Inspiration document

• Impact Analysis • Future scenarios +

Transformation Vision • Transformation Strategy:

mission, people, process, platform

• 3d client time • Strategy Group

• Roadmap of problems and solutions

• Digital Agenda with high-level architecture consisting of prioritized building blocks

• Programs and projects for transformation

• 2d client time • Concept Group

• High-level business cases for 2-3 selected programs

• 2d client time • Business Group

• Final report

• 0,5d client time • Concept Group

Deskwork Interviews Workshop Day 2 DeskworkWorkshop

Day 1Deskwork Workshop Day 5 DeskworkWorkshop

Day 4Workshop

Day 7 DeskworkWorkshop Day 6

Workshop Day 3 Deskwork Closing

presentation next steps

1. Assessment

• Project organization • Deskwork & Research • Intake interviews

2. Strategy

• Workshops 1 & 2,Inspiration, Impact & Ideas

• Workshops 3, Scenario Planning + Strategy Development

3. Roadmap

• Workshops 4 & 5, Business Idea Development + Digital Agenda

4. Business Cases

• Workshops 6 & 7, Detailing of selected ideas/projects in business cases

5. Debriefing

• Final session with key stakeholders

• Discussion of possible next steps

Digital Transformation: 5 steps from Strategy to Execution

1. Start




2. Strategy



3. Concept


4. Business Case


5. Debriefing



Deskwork Interviews Deskwork

Via desk research and targeted interviews we create the basic strategic and tactical insights to understand the customer, the market, the (digital) challenges and opportunities. The outcome is a detailed interview-document that is not for broad distribution but captures the key insights, fears, opportunities, … as expressed by the people interviewed.

1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing









Workshop Day 2 DeskworkWorkshop

Day 1Workshop

Day 3

1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing



During the first days of the strategy workshops, we work around the 3i principle: Inspiration, Impact, Ideation. The basis for the impact analysis is an extended slide deck with relevant cases of digital disruption in the clients industry. We give dozens of relevant disruptive examples, grouped by our 7 metaphors of disruption.








Day 1Workshop

Day 3

1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing



Based in the discussion triggered by the examples, we perform an impact analysis that is captured in a scorecard, visually showing the current digital readiness of the company.


1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing









Day 1Workshop

Day 3

The third outcome of this phase is a list of possible ideas focussed around the 7 metaphors of disruption. These ideas will be used later to map on the market problems.


1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing









Day 1Workshop

Day 3

One part of the exercise is to capture the situation of the company: internal culture, the ability to execute (resources, capabilities, …) and the market situation.


1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing









Day 1Workshop

Day 3

The last day in the exercise is used to create a transformation vision and to translate this into a clearly defined transformation strategy. This is done by means of scenario planning, providing a description of 4 possible futures.


1. Start


2. Strategy



3. Concept


4. Business Case


5. Debriefing



1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing









Day 1Workshop

Day 3

Based on the preferred future (the transformation vision), a transformation mission is defined and translated into strategic models, actions on the level of people, process and platform.







Day 4Deskwork

1. Start


2. Strategy



4. Business Case


5. Debriefing



1. Assessment


2. Strategy 4. Business Cases


5. Debriefing



3. Roadmap



Problem Thinking

Innovation, the new way

“Houston, we have a (great) problem”

We are not looking for Great Ideas

We are looking for Great Problems (that need solving)

Great Problems are rooted in strong emotionscaring, comfort, convenience, security, curiosity, greed, love, ego, laziness, belonging, …

Great Problems need Great Solutions

People are not looking for products, services or technology, they are looking for solutions to their problems.

Great Solutions consist of one or more functions

They are facilitated by relevant technology

They are delivered through products or services

Great Solutions have a clear “Currency of Change”

These are the benefits that will drive the adoption of this innovative solutions.

What is the positive change, you bring to the lives of people?

Is it big enough to change peoples preference?

(financial) benefits, speed, convenience, belonging, …

Most current game changers are not based on high-tech.

They are based on a better way to solve a basic problem, using simple and relevant technology, to actually improve peoples lives…

“I have a great idea: let’s build a connected fridge!”

“OK, what problem(s) would that solve?”

Fresh food, safety

Inspiration and help

Convenience (e-shopping)

“What solutions would also solve the problem”?

A connected fridge

Food sensors (as you eat)

A daily personal butler services for groceries

“Products we could build”

Imagine a day at Samsung

Step 1: Define Stakeholders

Step 2: List Problems

Step 3: Prioritize ProblemsStep 4: List Solutions

Step 5: Apply Transformation FunnelStep 6: Write Digital Agenda

Step 7: Detail Key Programs

The Classics The Converted The Digital The Ruptured

(mentally) older generation that will not go digital soon

no longer open to changes brought by digital

they make you stretch the traditional business as long as possible

slowly getting involved with digital and embracing it.

they expect the digital services to be a translation of the traditional services.

most of the digital investments today are focused here, but this is mainly fixing the basics

still knows the old business models and logic, but that is already adopting a new behaviour and new business models and services.

first adopters of entirely new business models (cfr. Netflix, Uber, …). Invest in this too

raised with new concepts, with no recollection of the old models

use a broad variety of business models and technologies

digital natives, the children that grow up with tablets, apps and everything on-demand.

Traditional model Traditional channels

Traditional models Digital channels

New models Digital channels

Everything new

Incumbents (you) Challengers (them)

Mapping the problems

Jobs

Gains

PainsNegative emotions, undesired situations, risks, roadblocks.

Positive emotions, improvements, benefits, desires.

Responsibilities, tasks, to do’s, work

Stakeholders

Value Proposition Canvas

Jobs

Gains

Pains

SolutionsProblems

Gain creators

Pain relievers

Products & Services

Negative emotions, undesired situations, risks, roadblocks.

Positive emotions, improvements, benefits, desires.

Responsibilities, tasks, to do’s, work

Benefits of the solution that make stakeholders prefer it.

Features of the solution that solve the problems of stakeholders.

The solutions to the gains and pains.

The Options - what is ideal?

One solutions solves many problems for multiple

stakeholders

One problem can be solved with many solutions

One problem is solved by a single solution






Day 4Deskwork

1. Start


2. Strategy



4. Business Case


5. Debriefing



1. Assessment




5. Debriefing



3. Roadmap

• Workshops 4 & 5, Business Idea Development + Digital AgendaThe first step in the

definition of key market problems

Next we map creative ideas and solutions on each of the key problems. Only ideas with good problems behind will survive

Based on a strategy decision funnel, we then define the key programs for the Digital Agenda. These are both foundation and innovation programs


DIGITAL AGENDAU

PGRA

DIN

G F

OU

ND

ATIO

N

xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx

CRM & data driven business

Transformation Office

xxxxx Team (follow channel & product innovation + evolutions in society)

Legislation & lobbying

program

Social Media

Program

Content - MKT - CSR - new players

Internal community inform, inspire,

engage

Ambassadorship

program

Scout partners for

utility

communities

business development

PEO

PLE

- PRO

CESS

- PL

ATFO

RM

Manage external

relationship

ON

TO

P IN

NO

VATI

ON

100% REDUCE xxxxxx

COLLECT xxxxx xxxxxAT SCHOOL

EDUCATE ON xxxx xxxx

XXXX PLUS PROGRAMDifferent XXXX

experiences

Activate real-world communities

TRANSPORT FACILITIES WITH DYNAMIC

DELIVERY (B2B > retail > consumer)

Other packaging formats

MARKETING INTELLIGENCE

GROUP POWER SOCIALIZED XXXX

SMART xxxxx with retailers

IN-STORE WEBSHOPPING

3. Roadmap


1. Start


2. Strategy



4. Business Case


5. Debriefing



1. Assessment




5. Debriefing


• Discussion of possible next stepsA selection of 2 to 3 concrete

programs are more detailed in a first business case based on the selected modus (corporate case or start-up case). The case is high-level, based on a digital-first setting, and serves as a starting point for further elaboration by the client. When needed, this can be extended in order to dive deeper into specific cases and to define more cases




Day 6


3. Roadmap


1. Start


2. Strategy



4. Business Case


5. Debriefing



1. Assessment




5. Debriefing



• Final report


Closing presentation next steps

Presentation of the management summary to the client key stakeholders. Discussion of the possible next steps in the transformation process.



Step

sD

eliv

erab

les


Spec

s












• Final report


Deskwork Interviews Workshop Day 2 DeskworkWorkshop

Day 1Deskwork Workshop Day 5 DeskworkWorkshop

Day 4Workshop

Day 7 DeskworkWorkshop Day 6

Workshop Day 3 Deskwork Closing

presentation next steps

1. Assessment


2. Strategy



3. Roadmap


4. Business Cases


5. Debriefing




Part 4 Create Digital Leadership


TEAMSTRAIN & COACH


RUN DIGITAL OFFICE


ROADMAP

CHANNEL STRATEGY

POLICY & GOVERNANCE


CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS






READINESS

Your Market Your Company Your Leadership

Digital Leadership Assessment The Age Test

Is this you?

Your Market

Your Company

Your Leadership

Digital Leadership Assessment The Age Test

Guess who’s this

Digital Leadership Assessment The 7x7 Test

Who’s an (active) user?

CEO

Sales Mkt CIO COO HR CFO …

Facebook V X

Twitter X X

LinkedIn V V

Snapchat X X

Youtube V X

Smart-phone V V

Tablet V X

…

Pick 7 (or more) relevant digital

activities

Score your leadership team on active usage/understanding

If a member doesn't score at least 4 out of 7, he’s out.

In Out

If the majority of leadership is out, the company is out

“If you can't understand the new world of digital, fire yourself.

Build an executive team that is digital-first (when problems arise, the first solution is always digital). Make sure there is a techie on the

board of directors. If the board has a low digital IQ, the company

will have a low digital IQ”

George Colony CEO Forrester Research

So, where are you? How digital is your

company?

Digital Leadership

The ideal situation

CEOIdeally your CEO is the digital lead

CIO COO CbsOSalesMkt

The ideal situation

CEOIdeally your CEO is the digital lead

Unfortunately she/he is

probably not.


Is the CIO the digital lead?

Is the CMO the digital lead?

DIGITAL OFFICE

You need Digital Leadership, on all levels


CDO

Virtual Digital Leadership Team

Board of Directors

Shareholders

CEO

Vertical focus, based on traditional technology, platforms, processes

Transversal focus, based on business models, agility, change, people, …

Vertical focus, based on channels, media, communication,

marketing, …

DIGITAL OFFICE

You need Digital Leadership, on all levels


CDO

Virtual Digital Leadership Team

Board of Directors

Shareholders

CEO?

Transversal focus, based on business models, agility, change, people, …

The CDO • general manager with change management

skills • Leadership • P&L-driven • Definition of strategy • Execution of results • Relationship-building and using

influence • Demonstrating cultural sensitivity

• Knowledge of digital business models • Experience with Transformation of products

and technology capabilities (from analog to digital)

• Experience in developing new channels in a fast and agile business way

• A real passion about (deep-)technology • He’s in charge of the digital agenda,

wherever it happens: the Factory, the Guesthouse or the Garage

Sale

s

Mar

ketin

g &

Com

mun

icat

ion

Serv

ice

& Su

ppor

t

HR

(Dig

ital)

Tech

nolo

gy

PR &

Ext

erna

l Com

mun

.

R&D

& E

nter

prise

2.0

Digital Business Models

Are you locked-up in your vertical silo’s or can you create transversal business change?

Sale

s

Mar

ketin

g &

Com

mun

icat

ion

Serv

ice

& Su

ppor

t

HR

Dig

ital T

echn

olog

y

PR &

Ext

erna

l Com

mun

.

R&D

& E

nter

prise

2.0

Meet the CDOs

“Being a CDO is what a good CIO should always have been doing - putting together business and technology in a way that helps business

take a leap forward”

Sean Cornwell, CDO of Travelex

CEO-CDOs

Atif Rafiq,

CDO of :

Lubomira Rochet,

CDO of :

Tanya Cordrey, CDO of :

Sean Cornwell, CDO of :

Ganesh Bell,

CDO of :

Previously worked in Silicon Valley at several businesses, from

start-ups, to IPO’s, to large businesses.

CMO-CDOs

https://twitter.com/GaneshBell

Dave Truzinski CIO of NII Holdings (wireless service to Latin America).

In 2013, he was given the additional title of Chief Digital Officer.

Richie Etwaru is IMS Health's chief digital officer

“CTOs make companies cool, CIOs make companies efficient”

Charlotte Svensson is currently CDO and CIO at Bonnier News. In previous years, Svensson held the position of strategic coordinating CIO at Bonnier News Sweden

JJ Van Oosten, the Belgian former Tesco CIO, who helped the supermarket chain introduce their mobile platform, is now CDO at the German online retailer REWE Group.

Benoit Fremaux, CIO & CDO of Fnac.

CIO-CDOs

Everyone is claiming this key position…

10 HYPER

DISRUPTIVE BUSINESS MODELS

Subscription Model

Freemium Model

Free Model

Market Place

Access over Ownership

Hyper MarketExperience

The Pyramid

On Demand

The Ecosystem

HELLOFRESH DROPBOX

FACEBOOK

ALIBABA

ZIPCAR

ZALANDOTESLA

AMAZON

UBER

APPLE

Digital Transformation Fleet

?Are you the captain of a rigid

(sinking) ship

Are you the commander in chief of a fleet that changes the world?

(no, this is NOT Captain Iglo, it’s Edward Smith from the Titanic)

FOR

Launchpad

RadarTransformation Board

88

Transformation governance


CDODigital Office

CEO

NL

FR

FINANCE OPERATIONS HR ITUK

COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE

Digital Board MINDSET

MEANSMANDATE

Recu

rren

t_

A

d H

oc

_

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE

Sales Mkt Prod Fin HR•


CDODigital Office

CEO

NL

FR


COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE


MEANSMANDATE

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE

Sales Mkt Prod Fin HR

CEO & COMEX ‣ Validate the digital

transformation strategy ‣ Approve the longterm means

& mandates ‣ Define longterm decision

cycles ‣ CDO is a member of the

COMEX

Recu

rren

t_

A

d H

oc

_

•


CDODigital Office

CEO

NL

FR


COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE


MEANSMANDATE

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE


Digital board ‣ Headed by the CDO ‣ CEO is DB member ‣ Develop the digital strategy to

be submitted to the COMEX ‣ Validate digital business cases ‣ approve and manage the short

term means & mandates

Recu

rren

t_

A

d H

oc

_

•


CDODigital Office

CEO

NL

FR


COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE


MEANSMANDATE

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE


Digital Office ‣ Headed by a Chief Digital

Officer ‣ Implement the decisions of

the digital board ‣ Organise the digital office

team ‣ Supervise the digital radar

team ‣ Supervise the digital analysts ‣ Supervise the regional or

divisional digital officers

Recu

rren

t_

A

d H

oc

_

•


CDODigital Office

CEO

NL

FR


COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE


MEANSMANDATE

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE


Digital Officers ‣ Run the digital agenda,

launch, manage and evaluate digital business projects (regional or divisional)

Recu

rren

t_

A

d H

oc

_

•


CDODigital Office

CEO

NL

FR


COMEX

SCAN

ANALYSE

VALIDATE

PLAN

LAUNCH

MANAGE

EVALUATE


MEANSMANDATE

Program 1

Program 2

…

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Lead

Digital Officer

BE


Digital Leads ‣ Digital liaisons for coaching &

expertiseRecu

rren

t_

A

d H

oc

_

•

Success factors of change

Case Courage

MINDSET

MEAN MANDATE

“license to win”

“license to operate” “license to change”

Capital

SCAN Detect market, players & business models

ANALYSEAnalyse, prioritize, select & define cases

VALIDATE Mindset - Means - Mandate + Case approval

PLAN

LAUNCH

MANAGE

EVALUATE

DIGITAL AGENDA

START-UPCORPORATE

CORPORATE

CORPORATE

CORPORATE

“Above the radar” “Below the radar”

DIGITAL OFFICE

DIGITAL BOARD

MVP

MVP

START-UP

START-UP

START-UP

Finding the right people

1 23

5

4

Find the internal gemsRecruit

Acqui-hire

1 23

5

4

Finding the right people

Part 5 From Strategy to Building


TEAMSTRAIN & COACH


RUN DIGITAL OFFICE

CHANNEL STRATEGY

POLICY & GOVERNANCE


CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS



ROADMAP





READINESS

UPG

RAD

ING

FO

UN

DAT

ION






program

Social Media

Program



engage

Ambassadorship

program

Scout partners for

utility

communities


PEO

PLE

- PRO

CESS

- PL

ATFO

RM

Manage external

relationship

ON

TO

P IN

NO

VATI

ON

100% REDUCE xxxxxx




experiences









Remember this? But we can’t do everything, right?

Program (a solution to a problem)

StrategyVision Mission does it contribute to our own strategy?

does it solve market problems?

is there a business case?

what brand/country can claim it?

OU

T

Internal External

E-XXXXX / ECONOMY

USER CONVENIENCE

XXXXX

XXXXX

who are thestakeholders?

• …

• …

• …• …

UPG

RAD

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ION






program

Social Media

Program



engage

Ambassadorship

program

Scout partners for

utility

communities


PEO

PLE

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CESS

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ATFO

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Manage external

relationship

ON

TO

P IN

NO

VATI

ON

100% REDUCE xxxxxx




experiences









The Digital Agenda is made of Transformation Programs, not IT

projects…

Program “in-store webshopping”

Screen selection UX optimization Back-end integration Store WiFi Transactional security …

vsAll of the above + … Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, …

StrategyVision Mission

PROGRAM: POS Webscreens

What is the contribution we make to achieving the

transformation strategy?

What is the problem we solve?

Limited shelf-space Unhappy customer

…

Program Description:

Bring Webscreens in our stores

Internal External

What is the timing of the program?3 months 6 months 1 year 2 years 3 yearsNow

Project list: Screen selection UX optimization Back-end integration Store WiFi Transactional security

Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, …


POS Webscreens / Screens, UX, back-end

CAPEX OPEX PROJECT OWNER: CIO

What is the timing of the project?

• IT • web-partner • logistics partner • Marketing

• webshop • crm • beacons • front-end technology

3 months 6 months 1 year 2 years 3 years

Stakeholders Involved Technology involved

Now

What is the contribution we make to achieving the

transformation strategy?

What is the problem we solve?

Limited shelf-space Unhappy customer

…

Internal External


Project

Staff incentives Staff training

Sale

s PRO

JEC

T

Mar

ketin

g &

Com

mun

icat

ion

PRO

JEC

T

Serv

ice

& Su

ppor

t PRO

JEC

T

HR

PRO

JEC

T

(Dig

ital)

Tech

nolo

gy P

ROJE

CT

PR &

Ext

erna

l Com

m. P

ROJE

CT

Just

ano

ther

PRO

JEC

T

A Program

From Silo Projects to Integrated Programs

Sale

s

Mar

ketin

g &

Com

mun

icat

ion

Serv

ice

& Su

ppor

t

HR

A Si

lo P

roje

ct

PR &

Ext

erna

l Com

mun

.

R&D

& E

nter

prise

2.0

Part 6 Running the (new) business


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS



ROADMAP


TEAMSTRAIN & COACH

CHANNEL STRATEGY

POLICY & GOVERNANCE



RUN DIGITAL OFFICE

CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT





READINESS

SCAN Detect market, players & business models

ANALYSEAnalyse, prioritize, select & define cases

VALIDATE Mindset - Means - Mandate + Case approval

PLAN

LAUNCH

MANAGE

EVALUATE

DIGITAL AGENDA

START-UPCORPORATE

CORPORATE

CORPORATE

CORPORATE

“Above the radar” “Below the radar”

DIGITAL OFFICE

DIGITAL BOARD

MVP

MVP

START-UP

START-UP

START-UP

It’s no longer about digital, it’s about business

Corporate (comm) Strategy

Digital Strategy

Company Strategy

Digital World

From ... ... to

The Business

Digital (at the sideline)

Digital in the core

From ... ... to

The BusinessDigital (at

the sideline)

The Business


... to

The BusinessDigital (at

the sideline)

Digital in the core

The Business


Digital in the core

Digital in the core

Digital in the core

From ...

You’ll need balance between your

traditional strengths and real innovations

Traditional revenue steamsnew revenue

steams

Create your own Digital Transformation vision and plan1

Create Digital Leadership2

Innovate in the right place(s)3

Build the Transformation Fleet4

Change the culture5Sold in over 30 countries

@jcaudron

1. The customer always decides

@jcaudron

2. All things you do must start from a superior experience

@jcaudron

3. From now on, you are an agile and flexible company

@jcaudron

4. You live in a world of uncertainty

@jcaudron

5. Always play on the offense instead of the defense

@jcaudron

6. Don’t be afraid to cannibalize your own business

@jcaudron

7. Never, ever, disrespect new or small players

Policy Shelter

Never, ever, disrespect new or small players

The customer always decides

All things you do must start from a superior experienceFrom now on, you are an agile and flexible company

You live in a world of uncertainty

Always play on the offense instead of the defense

Don’t be afraid to cannibalize your own business

How far away is this from YOUR reality and way-of-thinking? It will determine your future as a CIO, CDO and even as potential CEO…


ROADMAP


TEAMSTRAIN & COACH

CHANNEL STRATEGY

POLICY & GOVERNANCE



RUN DIGITAL OFFICE

CUSTOMER ENGAGEMENT

CHANNELS

PLATFORM DESIGN

REQUIREMENTSPARTNER


LAUNCHDEVELOPMENT


BUSINESS MODEL


PROJECT KICK-OFF




ADVICE)

START-UP BUSINESS






READINESS

Start with clear Transformation Strategy

Translate into actionable programs

Develop Digital Leadership and install/operate teams. Change culture throughout the

organization.

Build new digital customer engagement channels. Have your staff embrace them.

Define and build/roll-out new functions, services, products, platforms

Create the business (case) and run it where it belongs

Managing Digital Transformation

Masterclass March 2016

[email protected] / @jcaudron / +32 475 43 80 98