Process  2020:    In-macy  Innova-ons  around  Customers  Engage  Millennials  and  Increase  Speed  

Webinar  Roundtable  Discussion  July  8,  2015  

Brad  Power   Steve  Stanton  

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Discussion  Ques+on:    Engage  Millennials  

Where  are  you  seeing  a  need  to  change  your  processes  to  engage  Millennials  differently?  

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The  Case  for  Engaging  Millennials  

•  Opportunities •  Purpose •  Mastery •  Autonomy

•  Threats •  Problems

Future Vision

Sense of Urgency

Plan

Where Are We Going?

How Do We Get There?

Why Leave Home?

Current State

Journey

magnet Best Practices

Marrio7,  Mass  Mutual  

Mobile,  Social  (Facebook)  

Mass  Mutual  

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Dos  and  Don’ts  from  My  Millennials  

Do   Don’t  

Uber,  AirBnB   Car,  home  ownership  

Latest  iPhone   Land  line  

Laptop   Desktop  

Mobile  apps,  Google  Docs  

Windows  Office,  downloaded  soRware  

Dropbox   Hard  drive  

Streaming,  NeVlix   TV  

Facebook,  Instagram   LeYers,  e-­‐mail  

Online  news   Newspaper,  magazine  

Dis\nc\ve  small  stores,  Amazon  Prime,  Etsy  

Shopping  malls,  chains,  mass  brands  

Google  Maps,  Yelp   Get  lost,  need  advice  

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The  Customer  Discovery  Process  

Discover  Need   Research   Choose  

and  Buy  Use  and  Re+re  

Purchase Intent Options

Purchase Decision

Problem in Use

Marketing Sales Order Processing

Customer Service

Physical Web,

Mobile

Store,  Media   Store   Store   Store,  Repair  

Shopping  Site,  App  

Shopping  Site,  App  

Shopping  Site,  App  

Call  center,  Wiki,  chat  

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Engagement  Opportuni+es  

Discover  Need   Research   Choose  

and  Buy  Use  and  Re+re  

Purchase Intent Options

Purchase Decision

Problem in Use

Marketing Sales Order Processing

Customer Service

Store,  Media   Store   Store   Store,  Repair  

Shopping  Site,  App  

Shopping  Site  

Shopping  Site,  App  

Call  center,  Wiki,  chat  

Physical Web,

Mobile

1.  Recommenda+ons   3.  One  click  2.  Reviews  

7.  Integrate  across  channels  

4.  Easy  return  

5.  Design  thinking   6.  Advice  

8.  Beacon  

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MassMutual  Uses  Design  Thinking:  Empathy,  Experiment,  Advice  

•  Problem:    Deep  customer  research  by  IDEO  and  MassMutual:  people  either  have  a  smart-­‐money  mindset  or  they  don’t  

•  Solu+on:    Instead  of  making  a  case  for  something  young  people  don’t  want  (life  insurance),  set  out  to  create  educa\on  on  adulthood  (e.g.,  401Ks,  wine  selec\on)  called  the  ”Society  of  Grownups”  

•  Experiment:    Design  a  brand  iden\ty,  a  digital  plaVorm  with  financial  planning  tools,  and  a  hip  brick-­‐and-­‐mortar  locale.  And  don’t  sell  MassMutual  products!  

MassMutual  starts  “Society  of  Grownups”  to  get  millennials  thinking  of  financial  future  

Our  doors  are  officially  open!  Come  say  hi  at  1653  Beacon  St  in  Brookline  from  4-­‐9  tonight.  hYp://bit.ly/1nZDaI9      1:17  PM  -­‐  8  Oct  2014  

Sources:  IDEO  website,  Masslive.com,  Boston  Globe  

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Where  to  Start?  

1.   Benchmark  your  customers’  discovery  process  against  Amazon  –  Current  state,  future  process,  complementary  

changes,  ac\on  plan  

2.   Run  social  and  mobile  experiments  –  Fast  and  frugal  

3.   Invest  in  data  analy+cs  across  media  and  channels  to  prepare  unique  +me-­‐sensi+ve  offers  –  Billboards,  stores,  mobile  apps,  loca\on,  web  

cookies,  third  party  data  

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Discussion  Ques+on:    Increasing  Speed  

Where  are  you  seeing  a  need  for  increased  speed  in  your  industry,  business  unit,  organiza-on,  and  processes,  especially  in  taking  ideas  to  market?  

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The  Case  for  Speed  

•  Opportunities •  Purpose •  Mastery •  Autonomy

•  Threats •  Problems

Future Vision

Sense of Urgency

Plan

Where Are We Going?

How Do We Get There?

Why Leave Home?

Current State

Journey

magnet Best Practices

Healthcare.gov,  Microso`,  Staples  

Amazon,  Apple,  Facebook,  Google  

American  Express,  GE,  IBM,  ING,  

Na+onwide,  PayPal  

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New  Developments  in  the  Idea-­‐to-­‐Market  Process:    Bias  to  Speed  

Waterfall   Agile   Con+nuous  Release  Frequency  

Annual,  twice  a  year   Weeks  (days)  =  batch   Con\nuous:  100s  of  changes  per  day  =  flow  

Architecture   Full  product   Minimum  viable  product  

Many  small  services  

Release  Process  (Tes\ng)  

Sequen\al  stage  gates,  handoffs,  document  knowledge  transfer  

Prototyping,  small,  frequent  batches  

Launch  and  recover,  test  layering,  automated  test  system,  “feature  gates”  (hidden,  test,  beta,  unveil,  A/B)  

Organiza\on   Departmental  silos,  sequen\al  

Cross-­‐func\onal  team,  business  plus  developer,  face-­‐to-­‐face  

Small  services  teams,  accountable  for  making  changes  and  tes\ng  

Performance  Measures  

Mee\ng  stage  gates   Working  soRware   Customer  feedback  

Customer   Internal  func\ons   Product  owner   User  

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The  So`ware  Development  Process  

Plan  Big  

Plan  Small  

Dev  &  Test  

Release  to  

Market  

Strategic Initiatives

Prioritized Capabilities

Working Software Production

Business Unit

Product Owner

Agile Team

Operations

Annual   Two  weeks   Two  weeks   Monthly  

Daily   Daily   Daily  

Standard = major features Fast = bugs and small changes

Standard Fast

Monthly Daily

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Accelera+on  Opportuni+es  

Plan  Big  

Plan  Small  

Dev  &  Test  

Release  to  

Market  

Strategic Initiatives

Prioritized Capabilities

Working Software Production

Business Unit

Product Owner

Agile Team

Operations

Annual   Two  weeks   Two  weeks   Monthly  

Daily   Daily   Daily  

Standard = major features Fast = bugs and small changes

Standard Fast

Monthly Daily

1.  Mobile:  trend  to  Fast  –  “Model  Line”  

2.  More  frequent  releases  

4.  Steady  Feed  

6.  Automate  tes+ng   7.  Automate  deployment  

8.  Pipeline  Visibility  

5.  Microservices  Cloud  Plahorm  

3.  Small  teams  (DevOps)  

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Where  to  Start?  

1.   Develop  a  plan  and  select  a  “model  line”  where  speed  is  key  –  Current  state,  future  process,  complementary  

changes,  ac\on  plan  

2.   For  your  “model  line”  reorganize  into  small,  self-­‐governing  teams  with  end-­‐to-­‐end  responsibility  –  Team  structure,  roles,  staffing  

3.   Invest  in  high  speed  infrastructure  –  Microservices  plaVorm  (cloud),  transi\on  

plan,  automated  tes\ng  and  deployment,  con\nuous  delivery  pipeline  

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More  Informa+on?  

�  Scrum:  Jeff  Sutherland  (book  and  website)  

�  Lean  Startup:  Eric  Reis,  Steve  Blank  (book)  

�  Con\nuous  Delivery:  Andy  Singleton:  Unblock  (book),  ING:  Henk  Kolk  (video)  

�  Na\onwide:  Conference  (September)  

�  Implemen\ng  Innova\on  Course  (September)  

Appendix  Hip  Pocket  Slides  

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Con+nue  the  Discussion  Online  

                               LinkedIn  Discussion  Groups    

1.   Process:    Business  Process  Roundtable  

2.   Enterprise:    Con\nuous  Innova\on  

3.   Individuals:    Change  Agents  in  Ac\on  

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For  More  Informa+on  FCB  Partners  

 Lindsay  Field,  Program  Director  

617  245  0265  lfield@fcbpartners.com