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THROUGH DIGITAL TRANSFORMATIONP R E S E N T E D B Y
@ P E T E S E N A
@ P E T E S E N A
U N L O C K YO U R O R G A N I Z AT I O N
T H R O U G H D I G I TA L T R A N S F O R M AT I O N
DIGITAL SALES & MARKETING
DIGITAL PRODUCTS & CHANNELS
DIGITAL BUSINESS MODELS
DIGITAL TRANSFORMATION DEFINED
2X ROI
5-10X ROI
10X+ ROI
v
Unlocking the full growth potential of your business with digital strategies, channels and products.
THE PROOF IS ALL AROUND US
$20 BILLION 5 YEARS OLD
$379 BILLION 22 YEARS OLD
$126 BILLION 86 YEARS OLD
$1 BILLION 5 YEARS OLD
(ACQUIRED BY UNILEVER)
$258 BILLION 124 YEARS OLD
$593 BILLION 40 YEARS OLD
$68 BILLION 7 YEARS OLD
$1.2 BILLION 7 YEARS OLD
IS YOUR BUSINESS DISRUPTING OR BEING DISRUPTED?
NATIVE DIGITAL DISRUPTION
High
Low
FREQUENCY OF PURCHASELow High
TRAN
SAC
TIO
N C
OM
PLEX
ITY
• Private Investments
• Flooring
• Mortgage• Recycling Services
• Eye Glasses
• Automobile
• Mattresses • Employee Benefits• Travel
• Music• Razors
• Food
VERTICAL INTERMEDIARY DISRUPTOR
Private Investment Investment Banks Venovate
Eyeglasses Retailer/ Optician
Recycling services Waste Management Rubicom Global
Floors Contractor
Mattresses Retailer
Automobile Dealer
Mortgage Loan Originators
Health Benefits Insurance Broker
Hotels Travel Agent
Music Record Labels
Razors Drug Store
Food Supermarket
NATIVE DIGITAL DISRUPTION
1. 2. 3. 4. 5.
DIGITAL TRANSFORMATION STARTS WITH THESE 5 CORE QUESTIONS
ARE YOU DISRUPTING OR BEING DISRUPTED
ON DIGITAL CHANNELS?
HOW SENSATIONAL IS YOUR CUSTOMER
EXPERIENCE?
DO YOU KNOW WHAT YOUR CUSTOMERS ARE
THINKING AND DOING?
ARE YOU EVOLVING AS FAST AS YOUR CUSTOMERS AND
COMPETITION?
HOW CONTEXTUALLY-RELEVANT AND COMPELLING
IS YOUR CONTENT?
DIGITAL GROWTH STRATEGY
DIGITAL TRANSFORMATION BY THE NUMBERS
of manufacturers will start selling directly to
their customers
HUMAN-CENTERED DESIGN
of marketers are prioritizing the customer experience as the focal point of the branding, design, and delivery of their
products and services
CUSTOMER INSIGHTS
of CMOs believe better leveraging data and analytics
will be a top organizational priority by 2020
AGILE DEVELOPMENT
of marketers are trying to incorporate agile ways of working and
marketing
CONTENT DEVELOPMENT
of CMOs agree they need to become publishers in
order to support their growth programs
40% 89% 67% 89% 93%
In the 1990s and early 2000s, software companies tried to outdo their competitors by packing their products with as many features as possible, but this resulted in time-consuming, clunky user experiences — particularly in financial software.
Mint Founder Aaron Patzer built a streamlined interface that evaluates a user’s bank statements and presents an easily-digestible breakdown of their budgets. By taking the pain out of financial planning, the company exceeded a million users within two years and was purchased by financial software giant Intuit.
1.5 MILLION CUSTOMERS acquired in 24 months
PURCHASED BY INTUIT for 170 Million
DESIGN DISRUPTION : FINANCIAL
REIMAGINING THE PRIVATE BENEFITS MARKETPLACE
Does any employee ever enjoy picking their benefits? Three ring binders, confusing jargon, endless options — it becomes impossible to understand what’s best for you and your family.
Liazon acts an intermediary between insurance providers and employees to provide a more personalized, transparent, and navigable digital experience. The key is not to show the customer a bunch of choices, but the choice that’s best for them. Employers that use Liazon to deliver benefits have tripled employee engagement.
2x CUSTOMER SATISFACTION CUSTOMER ENGAGEMENT
3x
INSIGHTS DISRUPTION : INSURANCE
DTC DISRUPTION : DTC CPG
Razor blades aren’t cheap. And they’re behind lock and key in your local drugstore.
Startup Dollar Shave Club disrupted an industry dominated by two titans with a direct-to-consumer, e-commerce business model that delivered blades for cheap right to the consumer’s doorstep. And they made shaving funny with a viral YouTube video that to date has over 24 million views. In 2016, industry giant Unilever bought the four-year old startup for 1 billion dollars.
ACQUIRED BY UNILEVER for 1 Billion
DTC DISRUPTION : FASHION
In 2006, Burberry was declining. Sales were tepid and the luxury brand was growing at a mere 2% per year.
That year, new CEO Angela Arhendts began connecting with a digital demographic that reaches for their phone in moments of want or need. These targeted, personalized digital campaigns resulted in a Facebook presence that boasted more than 1 million followers; the largest for any luxury brand. By 2012, revenues doubled to 3 billion dollars.
DIGITAL IS DRIVING 40% of projected sales growth
New: Adaptive eLearning Tools & ResourcesOld: Static Ways of Learning
INSTILL KNOWLEDGE
Stagnant Content, Unmeasurable Outcomes Adjustable Platforms, Quantifiable Results
vs
BIG IDEAS COME FROM EVERYWHEREWalmart established @WalmartLabs, an “idea incubator,” as part of its expanding e-commerce division in Silicon Valley—far from the company’s headquarters in Arkansas. The group’s innovations, including a company-wide e-commerce platform, helped Walmart increase online revenue by 30%, actually outpacing Amazon’s rate of growth.
• Waterfall Project Management • Linear, Siloed Thinking • Annual Reviews
PROCESS
• Agile Project Management • Cross-Functional Thinking • 360-Degree Peer Reviews
R E A C T I V E O R G A N I Z AT I O N S P R O A C T I V E O R G A N I Z AT I O N S[ R E S T R I C T I V E ] [ A D A P T I V E ]
PROCESS
01Purpose 02Autonomy 03Mastery
The WHY Objectives & Key Results Access to Digital Learning & Development
SHARED ORGANIZATIONAL VISON FREEDOM TO FAIL (AND SUCCEED) EMPOWER EXPLORATION
Eliminated annual reviews saving both time and
annual turnover.
Created a “Connect + Develop” open-source program that taps
external data to accelerate internal innovation.
Saved approximately 80,000 hours of managers’ time
30% reduction in voluntary turnover
20 submissions every weekday or more than 4,000 a year
Implemented company-wide workshops to eliminate
unconscious bias and create a culture where it’s safe to
express new ideas.
Trained team members are 16% more likely to avoid negative
outcomes stemming from bias
PLATFORMS
EMAIL STATIC SPREADSHEETS
FACEBOOK AT WORK SLACK REAL-TIME
ACTIONABLE INSIGHTS AND SHARED LEARNINGS
MORE CONNECTION, LESS EMAILWhile those at the headquarters of the rapidly growing UK cosmetics company Lush were aligned, teams located on the other 5 continents that they operate reported frequent miscommunication.
To increase transparency and eliminate disconnects, Lush implemented Slack. The workplace communication platform increased effective communication and transparency, but best of all, employees reported a 75% reduction in internal email use.
YOUR TURN:
COMBINE ONE FROM EACH COLUMN TO IMAGINE A NEW BUSINESS OR PLATFORM
DTC DISRUPTION : DESCRIPTOR
3D Printing 5G Artificial intelligence Augmented Reality Autonomous Vehicles Drones Geolocation IoT (internet of things) Mobile Robotics SaaS Social The Cloud Streaming Media Virtual Reality Wireless Power Wearables
TECHNOLOGIESAutonomy > Monotony Betterment Cashless Transactions Cord-cutting Crowdsourcing Gamification Hackers & Makers Love for Local Made for me Mission-driven Businesses Multi-sense experiences Multi-screening “One-tap” Products/Services Status Tests The Sharing Economy Virtual Social
TRENDSAUDIENCECasual Gamers Entrepreneurs eSports Competitors Facebook Moms Fashionistas Grandparents Hipsters LOHAS Consumers Nostalgic Consumers Single Parents Sports fanatics Startup Founders Teachers Tech-evangelists The Disabled Time-starved Technophiles Vegans
P R O D U C T I N N O V A T I O N
S U P P LY C H A I N
CUSTOMER CENTRIC
O R G D E S I G N
E X P E R I E N C E
M A R K E T I N G
A N A L Y T I C SS O C I A L C R MD M P
A D V E R T I S I N G
P R O D U C T I N N O V A T I O N
S U P P LY C H A I N
CUSTOMER CENTRIC
O R G D E S I G N
E X P E R I E N C E
M A R K E T I N G
A N A L Y T I C SS O C I A L C R MD M P
A D V E R T I S I N G
BREWING CONNECTED EXPERIENCES
Seattle coffee giant Starbucks first appointed a Chief Digital Officer, Adam Brotman, in 2009. Major digital strides in mobile, mobile payment, loyalty, social, and e-gifting have grown Brotman’s team to over 100 employees operating as larger cross-functional teams focused on digital goals and objectives.
Wireless charging stations, an integration with social music platform Spotify, and a Starbucks for Life mobile-powered game promotion are all evidence of the coffee brand’s ability to provide valuable digital experiences for their customers.
WRITE FIRST, BUILD LATER
Before Amazon developers write a single line of code, they have to write the hypothetical product's press release and FAQ announcement.
This forces software and engineers to fully understand not just the creative technology that will power the product or project, but what the value proposition is and how it will be marketed to the end user.
If the press release isn’t compelling, the product won’t be either.
HERE'S AN EXAMPLE OUTLINE FOR THE PRESS RELEASE:
HEADING Name the product in a way the reader (i.e. your target customers) will understand.
SUB-HEADING Describe who the market for the product is and what benefit they get. One sentence only underneath the title.
SUMMARY Give a summary of the product and the benefit. Assume the reader will not read anything else so make this paragraph good.
PROBLEM Describe the problem your product solves.
SOLUTION Describe how your product elegantly solves the problem.
QUOTE FROM YOU
A quote from a spokesperson in your company.
HOW TO GET STARTED
Describe how easy it is to get started.
CUSTOMER QUOTE
Provide a quote from a hypothetical customer that describes how they experienced the benefit.
CLOSING AND CALL TO ACTION
Wrap it up and give pointers where the reader should go next.
1. 2. 3. 4. 5.
DIGITAL TRANSFORMATION STARTS WITH THESE 5 CORE QUESTIONS
ARE YOU DISRUPTING OR BEING DISRUPTED
ON DIGITAL CHANNELS?
HOW SENSATIONAL IS YOUR CUSTOMER
EXPERIENCE?
DO YOU KNOW WHAT YOUR CUSTOMERS ARE
THINKING AND DOING?
ARE YOU EVOLVING AS FAST AS YOUR CUSTOMERS AND
COMPETITION?
HOW CONTEXTUALLY-RELEVANT AND COMPELLING
IS YOUR CONTENT?
GROWTH
DEFINE OPPORTUNITIES
& THREATS
• Competitive disruption
• Technology trends
• Emerging behaviors
• Business models
• Assets and capabilities
• Market adjacencies
• Profit drivers
• Sources of competitive advantage
• Behavior change
• Touchpoints
• Sentiment
• Digital adoption
• Unarticulated needs
• Segmentation
• Key points of failure, friction, and frustration
• Identifiers
• Touchpoints
• Journey mapping
• Emotion
• Economics
• Cost to sell
• Key points of difference
• Value story
• Promise
• Digital Sales & Marketing
• Digital Channels
• Digital Offerings
• Business model Innovation
• Roadmap
• Go-to-Market Mix
• Channel Development
• Platform development
• Value story
• Offers
• Message
• Offerings
• Experience
• Promise
INSIGHTS
DIGITAL SURGEONS FRAMEWORK FOR DIGITAL TRANSFORMATION
UNDERSTAND CUSTOMER BEHAVIOR
ESTABLISH AN EXPERIENCE
DESIGN POINT
DEVELOP A STRATEGY/ ROADMAP
MINIMALLY VIABLE
PRODUCT
ITERATE, OPTIMIZE,
AND SCALE
DESIGN