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Understanding Digital Transformation.

Digital Transformation is used very frequently in all types of business discussions as an umbrella term to cover a diverse range of technology / business initiatives. This slide deck tries to capture the essence of Digital Transformation which is really about strategic transformations at business level, and not just technology. Key insights about transformation across 5 domains (Customers, Competition, Data, Innovation, Value) are built up step by step, and will help in connecting the dots across diverse topics.

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Understanding Digital Transformation.

  1. 1. Understanding Digital Transformation. Connecting The Dots. Anil Divekar March 2019 Information Source: “The Digital Transformation Playbook” by David Rogers
  2. 2. Digital Transformation In (Almost) All Conversations. Digital Transformation is a frequently used phrase since the past few years. And yet, it could have a million different meanings and perspectives. It is frequently used in the context of diverse initiatives like: • Product road-mapping • Forming business partnerships • Business process automation • Creating an API layer • Big data implementation • User interface redesign • Use of A/B testing technique • Working in agile / iterative manner • Leveraging technologies like AI / Blockchain / IoT.. • And many more… How can “Digital Transformation” be an umbrella phrase that is used to cover so many seemingly diverse initiatives? What does it really mean? 2 https://www.linkedin.com/in/anildivekar/
  3. 3. Digital Transformation = Strategic Rethinking Of Business Understanding the essence of Digital Transformation is no longer optional. It is necessary in leading / participating / surviving the tidal wave of sweeping changes that are happening all around the business landscape across diverse industries. Though technology plays a part, Digital Transformation is not limited to technology only. It is a rethinking of fundamental business strategy across 5 domains: 1. Customers 2. Competition 3. Data 4. Innovation 5. Value Within each domain, enterprises are on a transformation journey driven by strategic rethinking to stay competitive and survive. Let us dive in to understand this better ! 3 https://www.linkedin.com/in/anildivekar/
  4. 4. Strategy For Customer Networks. Not Just Customers. Customers 4 https://www.linkedin.com/in/anildivekar/
  5. 5. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just 4 https://www.linkedin.com/in/anildivekar/
  6. 6. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks 4 https://www.linkedin.com/in/anildivekar/
  7. 7. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that include diverse groups like 4 https://www.linkedin.com/in/anildivekar/
  8. 8. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that include diverse groups like 4 https://www.linkedin.com/in/anildivekar/
  9. 9. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like 4 https://www.linkedin.com/in/anildivekar/
  10. 10. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube 4 https://www.linkedin.com/in/anildivekar/
  11. 11. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services 4 https://www.linkedin.com/in/anildivekar/
  12. 12. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become 4 https://www.linkedin.com/in/anildivekar/
  13. 13. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like 4 https://www.linkedin.com/in/anildivekar/
  14. 14. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy 4 https://www.linkedin.com/in/anildivekar/
  15. 15. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy That enable customers to work together with approaches, namely 4 https://www.linkedin.com/in/anildivekar/
  16. 16. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy collaborative platforms, like That enable customers to work together with approaches, namely opening up of the mobile operating system as a platform for collaboration that spawns apps / projects 4 https://www.linkedin.com/in/anildivekar/
  17. 17. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy open competitions, like hackathons & innovation competitions to seek best solutions for tricky problems collaborative platforms, like That enable customers to work together with approaches, namely opening up of the mobile operating system as a platform for collaboration that spawns apps / projects 4 https://www.linkedin.com/in/anildivekar/
  18. 18. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy open competitions, like hackathons & innovation competitions to seek best solutions for tricky problems collaborative platforms, like That enable customers to work together with approaches, namely opening up of the mobile operating system as a platform for collaboration that spawns apps / projects active contribution, like Allowing customers to contribute photos, videos, eyewitness reports in media reports 4 https://www.linkedin.com/in/anildivekar/
  19. 19. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy open competitions, like hackathons & innovation competitions to seek best solutions for tricky problems collaborative platforms, like That enable customers to work together with approaches, namely opening up of the mobile operating system as a platform for collaboration that spawns apps / projects active contribution, like Allowing customers to contribute photos, videos, eyewitness reports in media reports passive contribution, like Simply driving a car with mobile app running, that feeds back traffic & best routes info Language learning app that feeds in students home-work to the translation tool 4 https://www.linkedin.com/in/anildivekar/
  20. 20. are not just Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like collaborate strategy open competitions, like hackathons & innovation competitions to seek best solutions for tricky problems collaborative platforms, like That enable customers to work together with approaches, namely opening up of the mobile operating system as a platform for collaboration that spawns apps / projects active contribution, like Allowing customers to contribute photos, videos, eyewitness reports in media reports passive contribution, like Simply driving a car with mobile app running, that feeds back traffic & best routes info Language learning app that feeds in students home-work to the translation tool crowdfunding, like raising capital for construction project artists seeking collaborators to raise funds 4 https://www.linkedin.com/in/anildivekar/
  21. 21. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage 5 https://www.linkedin.com/in/anildivekar/
  22. 22. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like 5 https://www.linkedin.com/in/anildivekar/
  23. 23. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy That makes customized offerings possible through 5 https://www.linkedin.com/in/anildivekar/
  24. 24. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy digitization of media products That makes customized offerings possible through 5 https://www.linkedin.com/in/anildivekar/
  25. 25. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy digitization of media products That makes customized offerings possible through automation in shipping & inventory management 5 https://www.linkedin.com/in/anildivekar/
  26. 26. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy digitization of media products That makes customized offerings possible through automation in shipping & inventory management accessibility of customers location | preferences | history | behaviours 5 https://www.linkedin.com/in/anildivekar/
  27. 27. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy digitization of media products That makes customized offerings possible through automation in shipping & inventory management accessibility of customers location | preferences | history | behaviours 5 applying “segments of one” paradigm, through https://www.linkedin.com/in/anildivekar/
  28. 28. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like customize strategy digitization of media products That makes customized offerings possible through automation in shipping & inventory management accessibility of customers location | preferences | history | behaviours 5 applying “segments of one” paradigm, through personalized messaging recommendation engines personalized interfaces custom manufactured products https://www.linkedin.com/in/anildivekar/
  29. 29. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage 6 https://www.linkedin.com/in/anildivekar/
  30. 30. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like 6 https://www.linkedin.com/in/anildivekar/
  31. 31. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like access strategy that makes access faster |easier | ubiquitous through 6 https://www.linkedin.com/in/anildivekar/
  32. 32. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like access strategy omni present channels that makes access faster |easier | ubiquitous through 6 Integrated experience across digital & physical touch points https://www.linkedin.com/in/anildivekar/
  33. 33. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like access strategy omni present channels that makes access faster |easier | ubiquitous through always on, pay per use services 6 Integrated experience across digital & physical touch points https://www.linkedin.com/in/anildivekar/
  34. 34. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like access strategy omni present channels that makes access faster |easier | ubiquitous through always on, pay per use services on-demand services, like 6 education on- demand telemedicine on-demand Integrated experience across digital & physical touch points https://www.linkedin.com/in/anildivekar/
  35. 35. Strategy For Customer Networks. Not Just Customers. Customers purchasers consumers of mass production targets of mass communication are not just but are value co-creators brand champions innovation partners influencers but are Part of n-way communication enabling reciprocal value flows through dynamic customer networks that end users vendors investors regulatorsemployees include diverse groups like constantly connect through multiple tools like blogs twitter craiglist youtube to actively find | access | use | review | share | advocate products / services and additionally become makes it necessary for business to leverage network centric strategies like access strategy omni present channels that makes access faster |easier | ubiquitous through always on, pay per use services on-demand services, like 6 mobile commerce, like hotel room unlocking ordering groceries at subway & getting delivered at home QR code tickets for travel in-store targeting |ordering | recommending education on- demand telemedicine on-demand Integrated experience across digital & physical touch points https://www.linkedin.com/in/anildivekar/
  36. 36. Building platforms, not just products. Competition 7 https://www.linkedin.com/in/anildivekar/
  37. 37. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 but is across fluid Industries like hotels | rental platforms automobile | internet companies https://www.linkedin.com/in/anildivekar/
  38. 38. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  39. 39. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  40. 40. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform with products / services having unique benefits but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  41. 41. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with with products / services having unique benefits but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  42. 42. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with which creates with products / services having unique benefits Platform businesses that but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  43. 43. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with which creates with products / services having unique benefits Platform businesses that are asset light are easily scalable have higher margins increase own value based on number of users who actually provide value to each other but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the like banks with/vs credit card firms telecom with/vs payment services https://www.linkedin.com/in/anildivekar/
  44. 44. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with which creates with products / services having unique benefits Platform businesses that are asset light are easily scalable have higher margins increase own value based on number of users who actually provide value to each other Is opposite of linear business models wherein production / supply chain / op-ex has to increase in linear proportion but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the like banks with/vs credit card firms telecom with/vs payment services Is not the same as reseller / franchisee model since Parties are not free to set pricing / profiles / decide product / service presentation & exchange of value not through original firm https://www.linkedin.com/in/anildivekar/
  45. 45. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with which creates with products / services having unique benefits limited to few competitors Platform businesses that are asset light are easily scalable have higher margins increase own value based on number of users who actually provide value to each other Is opposite of linear business models wherein production / supply chain / op-ex has to increase in linear proportion but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the but can become single dominant firm through like banks with/vs credit card firms telecom with/vs payment services Is not the same as reseller / franchisee model since Parties are not free to set pricing / profiles / decide product / service presentation & exchange of value not through original firm https://www.linkedin.com/in/anildivekar/
  46. 46. Building platforms, not just products. Competition within defined set of peer industries Is no longer 7 clearly distinguishable derived from key assets held inside the firm but is across fluid Industries like hotels | rental platforms automobile | internet companies but is a changing mix of competition & co- operation amongst firms but from key assets residing in outside networks typically observed in case of platform business model a.k.a multi-sided market or multi-sided platform Indirect network effect i.e. more number & quality of users on one side drives number & value for other side/s along with which creates with products / services having unique benefits limited to few competitors Platform businesses that are asset light are easily scalable have higher margins increase own value based on number of users who actually provide value to each other Is opposite of linear business models wherein production / supply chain / op-ex has to increase in linear proportion but also exchanging value across diverse groups like -hotels & renters -video viewers & creators & advertisers -account holders & merchants & banks -freelance drivers & riders -phone users & manufacturers & app - developers & in-app advertisers brought together by platforms leveraging the but can become single dominant firm through like banks with/vs credit card firms telecom with/vs payment services Is not the same as reseller / franchisee model since Parties are not free to set pricing / profiles / decide product / service presentation & exchange of value not through original firm which results in to self-driven virtuous cycle & creates possibility of https://www.linkedin.com/in/anildivekar/
  47. 47. Data as an asset. Not just a record of business operations. Data 8 https://www.linkedin.com/in/anildivekar/
  48. 48. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 a strategic asset for value creation but https://www.linkedin.com/in/anildivekar/
  49. 49. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to https://www.linkedin.com/in/anildivekar/
  50. 50. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise https://www.linkedin.com/in/anildivekar/
  51. 51. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  52. 52. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos like product / service data weather data (for a weather company) maps data (for a maps company) financial data (for a credit rating company) like a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  53. 53. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos like customer data product / service data like behaviours through interactions demographics weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses financial data (for a credit rating company) like a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  54. 54. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like financial data (for a credit rating company) like a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  55. 55. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  56. 56. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like that not only powers products / services & optimizes processes but also enables learning through data insights innovation and value creation through continuous experimentation a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  57. 57. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos useful only if structured like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like that not only powers products / services & optimizes processes but also enables learning through data insights innovation and value creation through continuous experimentation but unstructured data is Increasingly usable & valuable like ungrammatical text in social media data from sensors on our bodies real time signals from IoT devices Smartphone generated images a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  58. 58. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos useful only if structured like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like that not only powers products / services & optimizes processes but also enables learning through data insights innovation and value creation through continuous experimentation but unstructured data is Increasingly usable & valuable like ungrammatical text in social media data from sensors on our bodies real time signals from IoT devices Smartphone generated images which cover multiple dimensions like a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  59. 59. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos useful only if structured like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like that not only powers products / services & optimizes processes but also enables learning through data insights innovation and value creation through continuous experimentation but unstructured data is Increasingly usable & valuable like ungrammatical text in social media data from sensors on our bodies real time signals from IoT devices Smartphone generated images which cover multiple dimensions like latitude attitude time affinity a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s https://www.linkedin.com/in/anildivekar/
  60. 60. Data as an asset. Not just a record of business operations. Data just a tool for optimizing processes Is no longer 8 valuable in operational silos useful only if structured expensive to generate / store /process like customer data business data product / service data like behaviours through interactions demographics billing inventory weather data (for a weather company) maps data (for a maps company) comments / reviews survey / responses sales like but more value in connections across silos financial data (for a credit rating company) like that not only powers products / services & optimizes processes but also enables learning through data insights innovation and value creation through continuous experimentation but unstructured data is Increasingly usable & valuable like ungrammatical text in social media data from sensors on our bodies real time signals from IoT devices Smartphone generated images which cover multiple dimensions like latitude attitude time affinity a strategic asset for value creation but like a weather information content provider Leveraging data assets to provide value to retailers for targeted advertising in time & location dimensions auto insurers for alerting clients about hailstorms to move cars inside retailers for optimized inventories & shelf merchandise while also crowd sourcing the collection of pinpoint information from thousands of enthusiasts every 2s but easier, faster, cheaper to store & process generated in high volumes https://www.linkedin.com/in/anildivekar/
  61. 61. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  62. 62. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 experiments conducted infrequently by experts but experiments conducted frequently by everyone that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  63. 63. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 experiments conducted infrequently by experts but experiments conducted frequently by everyone that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  64. 64. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 avoiding failure experiments conducted infrequently by experts but experiments conducted frequently by everyone but learning through failures early and cheaply that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  65. 65. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 avoiding failure experiments conducted infrequently by experts but experiments conducted frequently by everyone that could be convergent experiments typically useful for optimization feature testing pricing testing common in late stages seek to provide an answer confirmatory but learning through failures early and cheaply that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  66. 66. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 avoiding failure experiments conducted infrequently by experts but experiments conducted frequently by everyone that could be convergent experiments divergent experiments typically useful for optimization feature testing pricing testing common in late stages seek to provide an answer confirmatory typically exploratory common in early stages may provide answers or more questions useful for idea generation prototyping a product or service but learning through failures early and cheaply that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  67. 67. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 avoiding failure experiments conducted infrequently by experts decisions made on seniority & intuition but experiments conducted frequently by everyone that could be convergent experiments divergent experiments typically useful for optimization feature testing pricing testing common in late stages seek to provide an answer confirmatory typically exploratory common in early stages may provide answers or more questions useful for idea generation prototyping a product or service but on testing & validating the real need augmented by but learning through failures early and cheaply that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  68. 68. Innovation by Rapid Experimentation. Innovation focused on finished product Is no longer 9 avoiding failure experiments conducted infrequently by experts decisions made on seniority & intuition a challenge of finding the right solution but experiments conducted frequently by everyone that could be convergent experiments divergent experiments typically useful for optimization feature testing pricing testing common in late stages seek to provide an answer confirmatory typically exploratory common in early stages may provide answers or more questions useful for idea generation prototyping a product or service but on testing & validating the real need augmented by but a challenge of solving the right problem solved through continuous but learning through failures early and cheaply that facilitates and enables but focus on a minimum viable product & frequent iterations after launch that is very different than traditional model that has steps like -analysis of market -idea generation -internal debates -pick & develop solution -multiple testing stages -launch -get customer feedback https://www.linkedin.com/in/anildivekar/
  69. 69. Continuous Adaption Of Value. Value 10 https://www.linkedin.com/in/anildivekar/
  70. 70. Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 but by ever changing customer needs https://www.linkedin.com/in/anildivekar/
  71. 71. Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 but by ever changing customer needs like a car manufacturer changing value proposition by permutations of https://www.linkedin.com/in/anildivekar/
  72. 72. Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety comfort utility status https://www.linkedin.com/in/anildivekar/
  73. 73. comfort Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 about executing current value proposition and continue to reap benefits for long time but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety utility status but also exploring next opportunity for customer value https://www.linkedin.com/in/anildivekar/
  74. 74. Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 about executing current value proposition and continue to reap benefits for long time but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety comfort utility status through continuous evolution of value propositions but also exploring next opportunity for customer value like simplification of aspects like purchase process product / service usage payment options https://www.linkedin.com/in/anildivekar/
  75. 75. comfort Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 about executing current value proposition and continue to reap benefits for long time but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety utility status through continuous evolution of value propositions but also exploring next opportunity for customer value like price freemium offers aggregation of products | sellers offers integration | re-bundling unbundling social impact ease of access, anytime / anywhere accesssimplification of aspects like purchase process product / service usage payment options https://www.linkedin.com/in/anildivekar/
  76. 76. Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 about executing current value proposition and continue to reap benefits for long time but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety comfort utility status through continuous evolution of value propositions but also exploring next opportunity for customer value like price freemium offers aggregation of products | sellers offers integration | re-bundling unbundling social impact ease of access, anytime / anywhere accesssimplification of aspects like purchase process product / service usage payment options https://www.linkedin.com/in/anildivekar/
  77. 77. comfort Continuous Adaption Of Value. Value defined within the industry that is serving the customers Is no longer 10 about executing current value proposition and continue to reap benefits for long time but by ever changing customer needs like a car manufacturer changing value proposition by permutations of safety utility status through continuous evolution of value propositions but also exploring next opportunity for customer value like price freemium offers aggregation of products | sellers offers integration | re-bundling unbundling social impact ease of access, anytime / anywhere accesssimplification of aspects like purchase process product / service usage payment options focus on network differentials across multiple aspects like strategies for customer networks data assets IP assets channels https://www.linkedin.com/in/anildivekar/
  78. 78. 11 Information Source and Credits https://www.linkedin.com/in/anildivekar/ https://www.davidrogers.biz/about/
  79. 79. https://www.linkedin.com/in/anildivekar/12 Thank you

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