Upload
geoffrey-moore
View
4.783
Download
1
Embed Size (px)
DESCRIPTION
Geoffrey Moore is an author, speaker and advisor as well as a venture partner at Mohr Davidow Ventures (MDV). Recognized as a leading business advisor, Geoffrey divides his time between consulting on strategy and transformation challenges with senior executives and on developing mental models to support his advisory practice. With this intent in mind he has written his newest book published by HarperCollins in September of 2011: Escape Velocity: Free Your Company’s Future from the Pull of the Past, the result of his years of experience working with large enterprises in his former role as a Managing Director at TCG Advisors. Recognized as well for his expertise in market development and business and investment strategies, as a Venture Partner at Mohr Davidow Ventures he also serves as an advisor to MDV portfolio companies by drawing upon best practices derived from his extensive experience working with technology startups over the last two decades. Geoffrey has made the understanding and effective exploitation of disruptive technologies the core of his life’s work. His books, Crossing the Chasm, Inside the Tornado, The Gorilla Game, Living on the Fault Line and Dealing with Darwin are best sellers and required reading at leading business schools. Highly regarded as a dynamic public speaker, he integrates a speaking practice with his advisory work. He is a founder of both The Chasm Group and TCG Advisors. Earlier in his career, he was a principal and partner at Regis McKenna, Inc., a leading high tech marketing strategy and communications company, and for the decade prior, a sales and marketing executive in the software industry. He holds a bachelor’s degree in literature from Stanford University and a doctorate in literature from the University of Washington. To find out more about Geoffrey Moore please visit: More information about Geoffrey Moore: http://www.geoffreyamoore.com More information about the Escape Velocity Book: http://www.escapevelocitybymoore.com Geoffrey Moore on Twitter: http://www.twitter.com/geoffreyamoore Geoffrey Moore on Google Plus: http://gplus.to/geoffreyamoore
Citation preview
Digital ImpactFrom Systems of Record
to Systems of Engagement
DigitalNow!April 26, 2012
Technology MegatrendsDecades of Disruption to Business as Usual
• 1980s• Personal Computing, Office Automation• B2E - documents, presentations, financial analysis
• 1990s• Internet, ERP, Worldwide Web• B2B – outsourcing, globalization, business networks
• 2000s• Broadband, Mobile, Social Media• B2C – media & entertainment, communication, branding
• 2010s• Digital commerce, Collaborative Systems• B2B2C – advertising, retail, customer service
2
Two Types of Business Network
• High complexity• Relationship oriented• Outgrowth of project teams• Organize around an
orchestrator• Focus: expertise, innovation,
and market development
CoordinatedNetworks
CollaborativeNetworks
CO
Disney Films Disney Theme Parks
• High volume• Transaction oriented• Outgrowth of value chains• Organize around a
concentrator• Focus: efficiency, speed,
and adaptability
YOU
Two Types of IT Leverage
• High complexity• Relationship oriented• Outgrowth of project teams• Organize around an
orchestrator• Focus: expertise, innovation,
and market development
CoordinatedNetworks
CollaborativeNetworks
CO
SYSTEMS OFENGAGEMENT
SYSTEMS OFRECORD
• High volume• Transaction oriented• Outgrowth of value chains• Organize around a
concentrator• Focus: efficiency, speed,
and adaptability
FamiliarIdea
NewIdea
YOU
Systems of RecordThe Story of Enterprise IT in the 20th Century• Transaction systems for global commerce . . .
• Financials, Order Processing, Inventory, HR, CRM, Supply Chain • Mainframes, minis, client-server, PC, Internet-enabled, SaaS
• Drove three decades of investment• Databases are at the center of these systems• OLTP and Business Intelligence have been the key drivers• Network is seen primarily as a transport mechanism
• Y2K put the capstone on this trend• Pulled forward a half decade of investment• Enterprise IT has had to go through a long “digestive” period• Focus in past decade has been on efficiency investments
IT Innovation: 2000 to 2010
Enterprise ITOn a Diet
Consumer ITOn Fire
Redefining IT for ConsumersThe Digitization of Human Culture
• Access• Infinite content, no barriers to entry, no barriers to exit• Communications are globally democratized• Microsoft, Google, Facebook, Wikipedia, OpenTable
• Broadband• Pictures, video, shopping• Internet touches both the mind and the heart• Skype, iTunes, YouTube, Hulu, Netflix, Zappos
• Mobile• PC for the emerging markets• iPhone and iPad set the bar in mature markets• IM, email, camera, game, wallet, magazine. . . even a phone!
How will this impact enterprise IT?
B-2-B “Enterprization” of Consumer IT:Investing in Collaborative Systems of Engagement• Collaboration burden falls on the middle of the organization
• Not front-line workers engaged in transactional workflows• Not top executives engaged in strategic issues
• Need to invest in “IT for the middle tier”• In-the-moment empowerment through Systems of Engagement• On-demand access to Systems of Record as required
• Systems of Engagement must meet four key design goals: • Mobile to be in the moment• Social to share facts and insights with others• Ad Hoc because that’s how issues emerge• Real Time because that’s when issues get resolved
Enterprise Systems of EngagementCommunication & Collaboration
• Enterprise Facebook
• Enterprise YouTube
• Enterprise Search
• Enterprise App Store
• Enterprise Twitter
• On demand conferencing
• Global presence detection
• Mobile access to everything
• Social content management
• With more revolutionaryapplications to come . . . .
Who knows the head of BD
at IBM?
How much did we spend on
this last year?
Let’s keep the buzz going!
I need to talk to Sherry—
where is she?
What is the sentiment on
this in our community?
Can you help me promote this in my community?
Let’s make sure everyone registers
for this in the same way!
We need all hands on deck,
right now!
Let’s look at the data and get Larry to
walk us thru it
This is the “enterprise-ation”of consumer IT
Technology DisruptionsWhen Will Your Organization Make the Transition?
10
Innov
ators
Early
Adopt
ers
(Visi
onari
es)
Early
Majorit
y
(Pra
gmati
sts)
Late
Majorit
y
(Con
serva
tives
)
Lagg
ards
CHASM
EARLYMARKET
TORNADO
BOWLINGALLEY
MAINSTREET
11
ENLISTMENT ACQUISITION
ENGAGEMENTMONETIZATION
StarterMotor
Adoption DynamicsHow Will the Transition Unfold?
PerformanceGear
PerformanceGear
PowerGear
PowerGear
How many?How soon?
How often?How much?
Virality?Churn?
What ROI?What IRR?
Focusing to Accelerate AdoptionWhere Should the Transformation Start?
• Every customer-facing strategy is made or broken during a handful of moments of engagement—what are yours?
• What person or system represents you in these moments, and how effective are you at meeting the new expectations?
• Where could you introduce systems-of-engagement capabilities to amplify your organization’s power at these specific moments?
Use these questions to target your first project on a moment that matters
Final Takeaway: A To-Do ListHow Could I Go About Putting This into Effect?1. Review your strategy and identify your top-priority moments of
engagement.2. Determine what systems of engagement would have the biggest
impact on your effectiveness in these moments3. Assess your organization’s Technology Adoption style and
calibrate your ambitions accordingly4. Identify your early adopters and recruit them to this effort5. Engage with outside help to design and prototype your first
systems of engagement effort6. Focus on user experience as your critical acceptance criterion7. Use anecdotal feedback from early adopters to create the case
for crossing the chasm to widespread pragmatist adoption8. Focus the pragmatist investment case on a critical pain point, and
do whatever it takes to put that issue to bed
13