Get Beyond Business as Usual - Nigel Fenwick, Forrester at I Love APIs 2014
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Get beyond business as usual: bringing IT and Marketing together for digital breakthroughs Digital challenges every company to become a software company, turning strong Marketing and IT alignment from a nice-to-have into a competitive necessity. Learn how to bring business and technology together to raise your company’s digital game.
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Get Beyond Business as Usual - Nigel Fenwick, Forrester at I Love APIs 2014
- 1. Get Beyond Business As Usual Introduction by Nigel Fenwick Vice President, Principal Analyst September, 2014
- 2. Empowered customers give rise to a new era in business.
- 3. Empowered customers have given rise to a new era © 2014 Forrester Research, Inc. Reproduction Prohibited
- 4. Empowered customers have given rise to a new era © 2014 Forrester Research, Inc. Reproduction Prohibited
- 5. Empowered customers have given rise to a new era © 2014 Forrester Research, Inc. Reproduction Prohibited
- 6. Empowered customers have given rise to a new era © 2014 Forrester Research, Inc. Reproduction Prohibited
- 7. Four market imperatives Transform the customer experience © 2014 Forrester Research, Inc. Reproduction Prohibited Embrace the mobile mind shift Become a digital disruptor Age of the Customer Turn big data into business insights
- 8. A new CMO and CIO partnership … …to create a digital business
- 9. © 2014 Forrester Research, Inc. Reproduction Prohibited Source: Forrester/Russell Reynolds 2014 Digital Business Online Survey
- 10. 21% have the right people to define digital strategy. Source: Forrester/Russell Reynolds 2014 Digital Business Online Survey 21% of execs set a clear digital vision. Board room HR Business unit 15% have the skills and capabilities to execute. Business unit 14% have the processes to execute digital strategy. Tech management 19% have the right technology to execute digital strategy. 68% of executives believe the functional units in their business act as barriers.
- 11. Replace our inside-out viewpoint . . . Processes Technologies Resources Inside-out Capabilities © 2014 Forrester Research, Inc. Reproduction Prohibited Service
- 12. . . . with an outside-in perspective Processes Technologies Resources Inside-out Outside-in Capabilities © 2014 Forrester Research, Inc. Reproduction Prohibited Journeys Contexts Touchpoints Personas Service Customer objectives
- 14. Business Technology (BT): The systems, technologies, and processes to win, serve, and retain customers.
- 15. Digital transformation requires the “successful” adoption of Business Technology
- 16. Our Panelists › Allan Donald • Executive Product Manager for Platform API at the BBC › Shawn Gilmour • Director, PaaS Strategy, Autodesk © 2014 Forrester Research, Inc. Reproduction Prohibited › John de Keijzer • Head of Enterprise Architecture & Technology Strategy, Swisscom › Joav Bally • Chief Product Manager,SAP
- 17. Q1 Digital strategy is more than simply selling online or selling a digital product; it’s fundamentally about how customers derive value – even software companies must change: How do you see digital business as different? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 18. Q2 There are many ways to invest in digital: How does your company decide what’s most important: people, process, technology, product? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 19. Q3 Digital transformation presents a change management challenge: What have you seen work in helping drive change? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 20. Q4 Digital requires IT and Marketing to work together: How can IT and Marketing work to build a stronger relationship? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 21. Q5 Digital business demands agility: How do you create the agility needed? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 22. Q6 What are the biggest pitfalls you’ve faced? What did you learn? © 2014 Forrester Research, Inc. Reproduction Prohibited
- 23. Develop a strong CMO/CIO partnership to create a digital acceleration team Fund partner innovation within a new customer-driven ecosystem of value Use analytics to scale unique digital customer experiences © 2014 Forrester Research, Inc. Reproduction Prohibited
- 24. Thank you Nigel Fenwick @NigelFenwick Blog: http://bit.ly/nigelblog
Notas del editor
- At Forrester, we believe we have entered into a new business era that we call “The Age of the Customer.” Your customers are now empowered through social, mobile, and other technologies giving the power to disrupt your business. In the “age of the customer” the old sources of advantage like manufacturing strength, distribution power, and information are business as usual -- and now to be truly competitive companies must become customer obsessed – which means they need to have deep knowledge of and engagement with their customers. Examples: Age of Manufacturing B2C – Ford, RCA, P&G B2B – Boeing, GE Age of Distribution B2C – Walmart, Toyota B2B – UPS, CSX Age of Information B2C – Amazon, Google B2B – Inuit, IBM Age of the Customer B2C – Macy’s, USAA B2B - Salesforce
- At Forrester, we believe we have entered into a new business era that we call “The Age of the Customer.” Your customers are now empowered through social, mobile, and other technologies giving the power to disrupt your business. In the “age of the customer” the old sources of advantage like manufacturing strength, distribution power, and information are business as usual -- and now to be truly competitive companies must become customer obsessed – which means they need to have deep knowledge of and engagement with their customers. Examples: Age of Manufacturing B2C – Ford, RCA, P&G B2B – Boeing, GE Age of Distribution B2C – Walmart, Toyota B2B – UPS, CSX Age of Information B2C – Amazon, Google B2B – Inuit, IBM Age of the Customer B2C – Macy’s, USAA B2B - Salesforce
- At Forrester, we believe we have entered into a new business era that we call “The Age of the Customer.” Your customers are now empowered through social, mobile, and other technologies giving the power to disrupt your business. In the “age of the customer” the old sources of advantage like manufacturing strength, distribution power, and information are business as usual -- and now to be truly competitive companies must become customer obsessed – which means they need to have deep knowledge of and engagement with their customers. Examples: Age of Manufacturing B2C – Ford, RCA, P&G B2B – Boeing, GE Age of Distribution B2C – Walmart, Toyota B2B – UPS, CSX Age of Information B2C – Amazon, Google B2B – Inuit, IBM Age of the Customer B2C – Macy’s, USAA B2B - Salesforce
- At Forrester, we believe we have entered into a new business era that we call “The Age of the Customer.” Your customers are now empowered through social, mobile, and other technologies giving the power to disrupt your business. In the “age of the customer” the old sources of advantage like manufacturing strength, distribution power, and information are business as usual -- and now to be truly competitive companies must become customer obsessed – which means they need to have deep knowledge of and engagement with their customers. Examples: Age of Manufacturing B2C – Ford, RCA, P&G B2B – Boeing, GE Age of Distribution B2C – Walmart, Toyota B2B – UPS, CSX Age of Information B2C – Amazon, Google B2B – Inuit, IBM Age of the Customer B2C – Macy’s, USAA B2B - Salesforce
- We believe that in this Age of the Customer, companies must focus on four market imperatives: - Transform the customer experience - Embrace the mobile mind shift - Become a digital disruptor - Turn big data into business insights ASK: How do you see these market imperatives impacting you and your business? DISCUSSION
- Which one is the CIO / CMO? (ask CMO’s first)
- You need to shift from an inside-out view of the world – one centered in your business – to an outside-in view of the world – the one your customer sees. In the traditional inside-out view we focus on pushing products and services to customers as efficiently as possible;
- in the outsidein view we focus on the customer’s perceptions of value derived from their product and service experiences; and we seek to increase the perceived value we deliver over time.
- Digital business seek to master twin digital imperatives
- Allan Donald is Executive Product Manager for Platform API at the BBC, Allan is responsible for the systems that power BBC TV and radio programs online. Previously at Bloomberg and STV News, he has more than a decade of experience across print, TV and online. John de Keijzer (Head of Enterprise Architecture & Technology Strategy, Swisscom) Swisscom is pushing its technology leadership to the next frontier with its IP, API, and Cloud transformation. In order to fully leverage the business potential gained by this technology leadership it is required to continue the DNA changes of the organisation with respect to processes, structures, and skills in order to become even more agile, cost-effective, and innovative. This will position the Swisscom customer facing units in a unique position to be a utility-, enabler- and digital live service provider. Shawn Gilmour (Director, PaaS Strategy, Autodesk) As the Director of PaaS Strategy for Autodesk’s Cloud Platforms team, Shawn is focused enabling a vibrant ecosystem to reach new customers and new markets by combining the strengths of Autodesk and its partners. Specifically he is defining a vision, strategy and execution plan for how Autodesk can enable partners to build new solutions and apps using Autodesk web service and SaaS application API’s. Shawn has 28 years of industry experience with 15 years in product management, business and strategy roles. Joav Bally (Chief Product Manager, SAP) Joav Bally is Chief Product Manager for SAP NetWeaver Gateway. He is a SAP veteran serving as Consultant, Product Manager and Business Developer for over 12 years. In his current role Joav is heading a Product Management team and is responsible for the global strategy, definition, validation and evangelization of SAP NetWeaver Gateway.
- here are six steps toward digital mastery for you to take back to your company and exploit. Help the CEO to their “AHA” moment: your CEO needs to get that moment when they say “aha” now I get it. They must see the extinction event and have the vision to transform the business because it requires a shift in investment resources that the CEO must steer. Build a digital business vision & transformation strategy: Because transformation impacts the entire business it’s critical that this isn’t seen as a marketing thing – or that thing the guys in digital do. Your employees must be sold on the vision or they won’t want to make the shift from their comfort zone of destruction. Create a digital center of excellence – partner with CMO: your firm needs to have heroes to champion digital as well as the skills to execute on the digital strategy. So you’ll need to partner with marketing to bring the left and right brain of the firm together. Only then will you achieve digital mastery. Create value for customers inside their ecosystems: customer journeys exist inside ecosystems of value; your firm must understand what other sources of value exist for your customers within their ecosystems. At the same time you must learn to embrace dynamic ecosystems for your business, connecting with other companies through open APIs Use analytics to enhance the customer experience: with all the digital data being gathered from sensors, apps, websites and social media, you have a treasure trove for analytics – use the analytics to enhance the customer experience and create added customer value. Use trusted machines to scale the digital experience: while people a re great at delivering personal experiences, to scale great experiences at web-scale you will need to create trusted machines that automate changes in the customer experience and deliver enhanced customer value within their ecosystems of value
- And with that I wish you success in your own digital transformation Thank you