Digital transformation. you havent seen anything yet - TU/e guest lecture
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Transcript of Digital transformation. you havent seen anything yet - TU/e guest lecture
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Guest lecture TU/e , December 2014, Arjan Kramer
Digital Transformation
You haven’t seen anything yet…Digital. Two steps ahead
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Digital Transformation
You haven’t seen anything yet…
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About me
15
Papa Music
Cycling
Digital
38
People
Experience
Customer
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About Capgemini
Capgemini Group
Headquarters in Paris, France
140.000 employees in 40 countries worldwide
Group Global revenue in 2013: 10.1 Billion
Blue logo – primary focus on application services
Capgemini Consulting
Approx. 3600 Consultants Specialized in
Business consultancy services on
Digital Strategy & Transformation
Capgemini Digital Customer Experience
Combination of Application and Consulting Services
Focus on improving Digital Customer Experience
Primarily in Customer, Content and Commerce Management
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Digital Transformation: a 3 year long research journey
by MIT and Capgemini
RESEARCH
THEMES
OBJECTIVES
RESEARCH
Define
“Digital Mastery”
50 Companies
160 Interviews
2011Digital Transformation
Framework
Performance /
Sector Maturity /
DNA
500 Companies
2012Digital Transformation
Performance
Uncover execution
challenges
> 2,500
Companies
2013Digital Transformation
Execution
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Digital Transformation: Why should you care?
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What Do These Great Companies Have In Common?
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The DNA of Digital Masters
Dig
ital C
apabili
ty
Leadership Capability
Using digital technology to transform the
customer experience, operational processes
and business models
Successful transformations depend as much
on how firms manage digital transformation
than solely on implementing new technologies
The What:
The How:
Research by MIT & Capgemini
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4 Levels of Digital Mastery
Dig
ital C
apabili
ty
Leadership Capability
Fashionistas Digital Masters
Beginners Conservatives
Research by MIT & Capgemini
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The Time To Act Is Now:
Digital Masters Have Significantly Better Financial Performance
Basket of indicators:
• Revenue per Employee
• Fixed Asset Turnover
Dig
ita
l C
ap
ab
ility
Leadership Capability
Fashionistas Digital Masters
Beginners Conservatives
+9%+6%
-4% -10%
Dig
ita
l C
ap
ab
ility
Leadership Capability
Fashionistas Digital Masters
Beginners Conservatives
+26%-11%
-24% +9%
REVENUE GENERATION EFFICIENCY PROFITABILITY
Basket of indicators:
• EBIT Margin
• Net Profit Margin* Average performance difference for firms in each quadrant versus the average performance of all large firms in the same industry for the 184 publicly-traded companies in our sample
Research by MIT & Capgemini
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“Be the first (fashion) company to be fully digital end to end”
WHAT HAVE THEY DONE?
• Engaging customers through social media
• Fusion of the online and instore experience
• Unifying data globally
HOW HAVE THEY DONE IT?
• Governing cross-channel consistency
• Engaging employees
• Developing new skills
• Strengthening IT-Business relationships
“Digital has been a catalyst for everything in the company” Angela Ahrendts, CEO
DIGITAL
CAPABILITY
LEADERSHIP
CAPABILITY
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“Burberry’s flagship
stores feel like a
walk-in webshop”
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“Get closer to our customers and the community around us”
WHAT HAVE THEY DONE?
• Start with listening to the main Social Media (FB & Twitter)
• Interact and share on these media and others
• Specific approach and focus per media
HOW HAVE THEY DONE IT?
• Global team of Local Social Media managers
• Insourcing > own people with a “heart” for MAERSK
• Defined global set of house rules of engagement
“We see Social Media as a means of communication, not means of marketing”
DIGITAL
CAPABILITY
LEADERSHIP
CAPABILITY
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“Getting closer to our customers”
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“From a physical-intensive model to a knowledge and technology-intensive one”
WHAT HAVE THEY DONE?
• Real time view of operations (1.0)
• Automation of processes & machinery (2.0)
• Intelligent mining model (3.0)
HOW HAVE THEY DONE IT?
• Developed a radical digital vision
• Invested in cultural change
• Developed new competencies
• Strong governance & execution
“Our business in the past was related to physical labor.
Today our business is more related to knowledge and technology”
Marco Antonio Orellana Silva, CIO
DIGITAL
CAPABILITY
LEADERSHIP
CAPABILITY
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But where do you start?
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Start with why…
Simon Sinek – The Golden Circle
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Ever wondered why Apple is doing so well?
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They don’t sell: what and how…
Great camera, longer battery life, etc… Our products are just brilliant…
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…Apple sells: why!
At Apple, in everything we do…
...we believe in challenging the status quo
… we believe in doing things differently
And the way we challenge the status quo is by:
…making our products beautifully designed
…easy to use and userfriendly
WE JUST MAKE GREAT PRODUCTS
WHY
HOW
WHAT
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Start with why…
Simon Sinek – The Golden Circle
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A companies “Why” & Digital Customer Experience
Access Experience Price Product Service
Friendly and clean
storeEasy to reach stores
Easy to navigate
storesCompelling
promotionsFreshness/ Quality
Maximum opening
hours
Availability
(no stock-outs)
No damaged goods
in store
Inspirational
Atmosphere
Customer Service
Complaints
handling /
return policy
Loyalty program
Wide and deep
assortment
Competitive pricing
Traditional
Relevancy
Criteria for
Physical Channels
Dynamic Pricing
Mobile in-store
Shopping support
Advanced /
visualized product
information and
(usage) advice
Product
Comparison
e-Commerce
(mobile, social,
web)
Flexible delivery-
options ( home,
store-pick-up etc.)
Personalized
Pricing
Additional
Relevancy
Criteria for
Digital Channels
Personalized offers
Technology-
enabled staff –
support in-store
Interactive service
via digital channels
(e.g. click-to-chat,
social media)
Wider and deeper
assortment
Solution Pricing
Inspirational
Content
Community
engagements
(share
experiences)
Social Shopping
Location-based
pricing
Price
Comparison
From: “The myth of Excellence”
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How can you be most Relevant by applying Digital?
Successful companies dominate on one attribute, differentiate on a second and compete
at parity on the remaining three
4
3 3
5
3
Access Experience Price Product Service
2. Differentiate on a compatible
value attribute
3. Maintain parity on others
1. Dominate on one value attribute
Illustrative
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Now you know why, but what’s next?
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Capgemini Engagement model for Digital Transformation
Focus the Transformation
ROADMAP – Outside Digital Masters,
only 25% have leadership aligned
around a roadmap
INVESTMENT CASE - Only 50% of companies
create business cases for digital initiatives
• Create framework for transformation, roadmap
and focus action two steps ahead
• Shape and run proof of concepts
• Iterate your business model
Frame the Digital Challenge
IMPACT – 78% of executives view digitaltransformation as critical...
... But 40% of companies say that
“lack of urgency” is the most important
obstacle to digital transformation
• Understand the Impact
• Assess Digital Maturity
• Develop Vision & Align Around It
Sustain the Transformation
INCENTIVES : 68% of digital masters tie
incentives to digital transformation against
39% for beginners
• Ongoing iteration and
re-assessment of Capabilities
• Realize benefit
Engage the Organisation
SHARED VISION – only 36% of senior
executives have shared a digital vision
PACE – 33% of employees think
the pace of digital transformation
is right against 54% for CEOs• Manage Organization and
Partner eco-system
• Drive cultural shift & evolve work practices
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A simpler view of the same model
Sustain Frame
FocusEngage
Why
WhatHow
Last
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A simpler view of the same model
Sustain Frame
FocusEngage
Why
WhatHow
Last
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Translating the why into what: Business & IT capabilities
Compelling Case for Change
Customer
Management
Content
Management
Commerce
Management
Fulfillment
Management
Finance &
Performance
Management
Business Proposition
Development
Innovation, Vision
and Roadmap
Business Case
Development
Single View
of Data
Integration &
Orchestration
Cross Channel
Service Management
Integrated Marketing &
Campaign Management
Web Content
Management
Digital Asset
Management
e/s/m commerce
Merchandising
Management
Pricing & Promotion
Management
Order Orchestration
Transport and Delivery
management
Payment / Fraud / FX
Management
Finance – Allocation
and KPI’s
Social Media
Engagement
Warehouse Mgt / 3rd
Party Mgt / DSV Mgt
Insight & Analytics Big Data and Warehouse
Standards based IntegrationBusiness Process
Orchestration
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And mapping it to Technology vendors: an example with Oracle
Compelling Case for Change
Customer
Management
Content
Management
Commerce
Management
Fulfillment
Management
Finance &
Performance
Management
Cross Channel
Service Management
Integrated Marketing &
Campaign Management
Web Content
Management
Digital Asset
Management
Business Proposition
Development
Innovation, Vision
and Roadmap
Business Case
Development
e/s/m commerce
Merchandising
Management
Pricing & Promotion
Management
Order Orchestration
Transport and Delivery
management
Payment / Fraud / FX
Management
Finance – Allocation
and KPI’s
Social Media
Engagement
Warehouse Mgt / 3rd
Party Mgt / DSV Mgt
Single View
of Data
Integration &
Orchestration
Insight & AnalyticsMaster data
Big Data and Warehouse
Standards based IntegrationBusiness Process
Orchestration
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Technology trends - SMAC
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Do you know what is SMAC?
SMAC
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Social Mobile
Cloud
Analytics
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SMACT
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Now, where did I leave my keys…?!?!
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iBeacon: yes you found me!
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Do you Like this jacket?
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But HOW do you survive all these technologies?
Sustain Frame
FocusEngage
Why
WhatHow
Last
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Integration & Orchestration
Security
Data governance
Service control
Performance
By applying an architecture framework that supports you.
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Integration, Orchestration &
Data governance
Se
cu
rity
Pe
rform
an
ce
S
erv
ice C
ontro
l
Operational
Business
Services
Common
Data
Services
Personalisation & Interaction
Customer Management
Business
Support
Services
The Capgemini Immediate H-Model
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Some live examples
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Being on top without paying Google…
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Do you know how you get recommendations?
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Using Social feedback for Faceted searching
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Getting all the information you need, and more…
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Digital Transformation - You haven’t seen anything yet…D
igita
l C
apa
bili
ty
Leadership Capability
Digital Masters
Sustain Frame
FocusEngage
Why
Wha
t
Ho
w
Last
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Arjan
Kramer
Digital Solution Architect | Global OCommerce Solution lead
@arjankramer
www.linkedin.com/in/arjankramer
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About Capgemini
With more than 140,000 people in over 40 countries, Capgemini
is one of the world's foremost providers of consulting,
technology and outsourcing services. The Group reported 2013
global revenues of EUR 10.1 billion. Together with its clients,
Capgemini creates and delivers business and technology
solutions that fit their needs and drive the results they want. A
deeply multicultural organization, Capgemini has developed its
own way of working, the Collaborative Business ExperienceTM,
and draws on Rightshore®, its worldwide delivery model.
Learn more about us at www.capgemini.com.
Rightshore® is a trademark belonging to Capgemini