managing a successful digital transformation program

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1 Managing a successful Digital Transformation Program Acknowledgement : IDC-International Data Corporation, Marthani Marketeers iClub 2021, Deloitte, Forrester, Gartner. Otoritas Jasa Keuangan, Bank Indonesia, Bank BRI Bank BRI, Bank DBS

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Managing a successful Digital Transformation Program

Acknowledgement : IDC-International Data Corporation, Marthani Marketeers iClub 2021, Deloitte, Forrester, Gartner.Otoritas Jasa Keuangan, Bank Indonesia, Bank BRIBank BRI, Bank DBS

More than 17+ years working to help, support, & advise organizations from banking, finance, telco, tech to education & many other industries. My IT-Business expertise & experience in many roles from Digital & organizational transformation, Digital transformation readiness-roadmap-strategy, IT strategy planning & architecture, project & change management to IT SGRCA/Security-Governance-Risk-Compliance-Assurance.

Bachelor Degree in Computer Science from Binus University GPA : 3.45Master Degree in Information Technology from Universitas Indonesia GPA : 3.37

Digital Bisnis and Digital Transformation1. CDBL – Certified Digital Business Leader from Digitalization.2. CDTP – Certified Digital Transformation Professional from Casugol.Program and Project Management1. Prince2 – Certified Project Management in Control Environment from Exin Axelos2. Prince2 Agile Practitioner from PeopleCert AxelosIT Planning Architecture and IT Service Management1. SITAP – Strategic IT Architecture Planning from IASA2. TOGAF – The Open Group Architecture Framework from The Open Group3. ITIL 4 & 3 – Information Technology Infrastructure Library version 4 and 3 from PeopleCert AxelosIT Governance-Risk-Compliance-Audit1. CGEIT – Certified Governance of Enterprise IT from ISACA2. CISA – Certified Information System Auditor from ISACA3. COBIT – Certified Control Objective for Information Related Technology from ISACA

Email : [email protected] : 081296211896

PERKENALANBUCE DARMAWAN

2003 – 2004 Binus Center & Binus University2005 – 2009 Bank BNI | IT Planning & Architecture2010 – 2015 Bank BRI | IT GRC2016 – 2020 Freelance IT consultant/IT advisor2021 – Now Senior IT consultant/IT advisor

Provincial-Stated Owned Enterprise Bank (Project Contract-Based)

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My Professional’s Skills & Certifications 3

• IT Projects, Workshops and Trainings with many kinds of clients as follows:

• Bank Sulselbar, Bank Resona, Bank Mestika, Bank Riau, Organta Kemenkeu, PT Maybank Finance, PT Jasindo, KPK RI,Pusintek Kemenkeu, Dirjen Bea Cukai, Bank Syariah Indonesia (dh. BNI Syariah), BPOM, PT ASDP-Indonesia Ferry, PTAntam, Pembangkit Jawa Bali, KPMG Indonesia, Bank BPD DIY, Bank SulutGo, Pelindo/IPC2, PT Transportasi GasIndonesia/Transindo, Astra Honda Motor, Freeport, Multirasa, Bank Kaltimtara, Bank Kalteng, Bank Ina Perdana, BNI Life,Bank Maspion, Kemenlu RI, Biro Pusat Statistik RI, Bank Artagraha, Bank BPD Kalbar, Bank Nagari, Bank Agris, BankMayora, Bank Dinar, Deloitte Konsultan Indonesia, Schlumberger Indonesia, Protelindo, Bank Indonesia, BPJS TK, BankMandiri, Bank BRI, Bank BNI, Bank CIMB Niaga, Bank DKI, Bank BJB, Bank Jatim, Bank Jateng, Bank BRI Agro, BankSinarmas, Bank MNC Int, Bank Artos Indonesia, BPR Mitratama Arthabuana, BPR Bank Jombang, BPR Bina Maju Usaha,BPR Lestari ,Total Bangun Persada, Total Indonesie, Chandra Sakti Utama Leasing, Asuransi Bringin Sejahtera Artamakmur,Asuransi Ramayana, Badan Siber Sandi Negara(d.h Lembaga Sandi Negara), Badan Informasi Geospasial(BIG), BPPT-BadanPengkajian Penerapan Teknologi, LKPP-Lembaga Kebijakan Pengadaan Pemerintah, KPEI, Infinity, MRI-Market ResearchIndonesia, Bank Mizuho, Bank BPD Riau, Bank BPD dan BPR Sulut, Bank BPR hasamitra makassar, BPR Pasar Kota Bogor,Perbarindo, Asbanda, Bhinneka, TelkomSigma Solusi, Agiva, Fujitsu dsb.

• Co-Founder Digital Transformation Global Alliance (DTGA, www.dtga.org) & Director Digital Transformation Program DTGA.

My Project ‘s Experience and Achievement (17 Tahun)

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Digitalization trends : Changing customer behavior

Spending time/money behavior compared before COVID-19

Access to Internet

Online services users

Digital adoption in Indonesia

Online shoppers

180 Million

85%

36%

Sources : KataData dan Redseer (2020)

COVID-19 accelerating digital business & e-commerce in Indonesia

Positive Trends

2,4 M USD. Increased 26% from monthly avg Q2 2019 – 2020.

Increased Sales

4,8 Million (April).3,1 Juta transaksi dari rata-rata Bulanan Q2 2019 – 2020.

Increased Daily Transaction

51% New Customers. Online shopping for the first-time during lockdown/PSBB

New Customers

Increased 5 to 10 times. Increased volume of buying goods during lockdown/PSBB.

Soaring demands 65%

ePayment

69%

eGroceries

41%

eHealth

38%

eDucation

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External Demand: Changing Customer Needs

& Behavior

Internal Readiness:Digital Transformation

Program

Post Covid-19 Digitalization

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Video

Digital Business

Create Disruption

New Business Model

New Values

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Managing Digital Transformation Program

Develop organization structure to support

Digital Business Transformation

Digital Transformation Program:

Organization Structure, Product & Services, Business Model &

Customer

Reevaluate Product & Service to meet

customer preference and expectation

Build/Rebuild New Business Model to

get revenue

Finding better ways to connect & engage with your customers

(existing and new)

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Product & Service Transformation

Reevaluate Traditional/manual products & services.

Transform traditional/manual products & services to become digital

Offering The company’s digital products and services can increase value for customers, companies, stakeholders and society

Example:IKEA using augmented reality technology for selling digital product & services.

Customer can try and explore the digital products and services using augmented reality technology

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Develop organization structure to support

Digital Business Transformation

Digital Transformation Program:

Organization Structure, Product & Services, Business Model &

Customer

Reevaluate Product & Service to meet

customer preference and expectation

Build/Rebuild New Business Model to

get revenue

Finding better ways to connect & engage with your customers

(existing and new)

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Managing Digital Transformation Program

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Customer relationship & engagement transformation

Using chatbot to connect and engage

with customers

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Fee Based Income

Fee Based Income

Fee Based Income

Fee Based Income

Fee Based Income

Fee Based Income

Fee Based Income

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Consumer Loan & Credit Card forGadget & Home

appliance

Consumer Loan & Credit Card for

Mortgage & Maternities Cares & Health

Consumer Loan For home expansion/

Second Mortgage

Consumer Loan forBabies cares,

education & Health

Education Insurance & Wealth

Management

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Develop organization structure to support

Digital Business Transformation

Digital Transformation Program:

Organization Structure, Product & Services, Business Model &

Customer

Reevaluate Product & Service to meet

customer preference and expectation

Build/Rebuild New Business Model to

get revenue

Finding better ways to connect & engage with your customers

(existing and new)

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Managing Digital Transformation Program

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Business ModelTransformation

Emerging technologies enabling new revenue stream for company

Gaming company like SONY have old revenue

stream by selling hardware package game

console

Gaming company like SONY have new revenue

stream from advertisement & buy

online gaming application or by subscriptions on the

website/platforms

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Valuasi Gojek Lebih Besar dari Garuda, ini sebabnya

Gojek tak punya satu pun motor, tapi valuasinya melebihi Garuda. Apa asetnya? Intangible, bentuknya seperti brand, skill, inovasi dan ketrampilan yang akhirnya menciptakan platform berbasis ekosistem/kolaborasi/partnership

Adapun aset intangible adalah aset yang tidak bisa dijamin perbankan, tapi melekat di diri seseorang ataupunpelaku usaha, yaitu ketrampilan, inovasi, ide dan sebagainya. Mesti tak bisa dicatat dengan metode akuntansi, aset ini justru memang digunakan pada bisnis era digital.

Network Effect. Gojek dinilai lebih tinggi karena memiliki nilai network effect yang lebih besar ketimbangperusahaan konvensional yang berdiri sendiri (stand alone). Network ini bisa dilihat pada jejaring super apps-nyayang menyatukan ekosistem pemilik warung/merchant, pengemudi dan user/konsumen.

Memang benar, platform tidak untung dan bakar duit terus. Ada yang menuding valuasinya manipulatif. Pokoknyaplatform ini dihadang terus sama perusahaan yang stand alone. Tapi Platform Gojek network effectnya banyak, melibatkan promosi UMKM, membuka lapangan pekerjaan dan banyak orang yang terbantu.

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Develop organization structure to support

Digital Business Transformation

Digital TransformationProgram : Organization,

Product & Services, Business Model &

Customer

Reevaluate Product & Service to meet

customer preference and expectation

Build/Rebuild New Business Model to

get revenue

Finding better ways to connect & engage with your customers

(existing and new)

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Managing Digital Transformation Program

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Organizational Structure

Transformation

Develop digital business team by

Integration, Parallel or hybrid with the

current organization structure

Example : Digital business team has

been built in Bank BTPN/BRI/Mandiri/BCA

parallel with IT Team.

Example : Digital business team develop and execute

digital projects, digital products & services.

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EA with TOGAF - Foundation & Awareness

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