Exploring Digital Transformation Digital Exploring www.hypeinnovation.com by PaulHobcraft INNOVATIONHYPE REPORT www.hypeinnovation.com 1
HYPE | Exploring Digital Transformation standing. to applywhatIhavelearntfurtherdevelopthereaderscore innovationunder and supportsindividuals,teamsorganizationsintheirinnovation activitysoas His aimistoprovideusefulknowledgeaboutinnovationthat buildsunderstanding and frameworkswhereappropriate. Paul researchesacrossinnovation,lookingtodevelopnovelinnovationsolutions www.hocaconsulting.com www.agilityinnovation.com www.paul4innovating.com Advisor andFacilitatoronInnovationTransformation by Transformation Digital Exploring HYPE InnovationReport Paul Hobcraft
- on thenextpage. you, whichyoumayaccessdirectlyviathelinksprovidedintableofcontents The amountofdataisconsiderable,sowesorteditintodifferentsub-topicsfor solidly rootedinnovationinitiative. all, youwon'tfindabettertoolfortacklingdigitaltransformationthananagile, an opportunitytofindconnectingpointsfortheirinnovationprogram–after with thisdifficulttopic.Thereportshouldgiveinnovationmanagersinparticular The intentionofthisreportistoprovidedatafororientationpeopledealing over thecourseoflastyears. were shortlistedfromanoriginaldatasetof140reportsonthetopic,published offers aselectionofkeyvisualsandoverviewsfrom14reports,whichinturn This isametareportontherecentdevelopmentsindigitaltransformation.It Introduction 2
HYPE | Exploring Digital Transformation Where doesdigitaltransformationsitandhowisitperceivedbytheorganization? Aligning thecompany Traps, barriers&concerns The why,what,andhowofdigitaltransformation Best practicetonext Pain pointsandopportunitiesofdigitaltransformation Stages ofthetransformationjourney Justifying toinvestindigitaltransformation Framework andareasoffocus The backdropofdigitaltransformation Overview Content References What hasdigitaldoneforuslately? Emerging technologiestoexperimentwith Formulating adigitalculture
52 45 41 33 25 22 18 13 57 73 71 68 62 7 3 must doallthistorepositionourbusinessestowardsthedigitalworld. platforms andindifferentecosystemsatspeed,scale,scope.However,we customers. Ontop,wehavetodealwithabroadrangeofcommunities,across to fundamentallytransformourprocessesbyopeningupandengagingwith we aresupposedtoreflectsocial,mobileanddigitaltechnologies.Weneed Beyond makingaseriesofincrementalimprovementstobecomecloud-ready, This stretchesourabilitiessignificantly. technologies, andthenapplytheseinanintegratedwayintoexistingbusiness. Digital transformationforcesustoworkwithmostlyemerging,constantlyevolving Transformation hard of times at the best isvery Overview engagement attheirheart. doing business;theopportunitytoforgenewcompetitivepositions thathave and communityengagement,itistheopportunitytoradically altertheirwayof for others,whorecognizethefutureliesintechnologyand the powerofnetworks support this,whethertheyarejustscepticalorlackingtechnology adroitness.Yet seem hardtoquantifyintraditionalmetrics.Thusitis toconvincedeciders take iton;seemsoverwhelminginitscomplexityandrisk. Thebusinessreturns Digital transformationhappensatascaleandscopethatmakesmanyreluctantto Business entities are forced to open up 3
HYPE | Exploring Digital Transformation system totackleaneedortask. that setofdevicesallowsusto becomeconnected,howtheyinteractandforma been caughtupinaspecific device weuse.Thistime,itisdifferentthough.It future, onhowwearegoingtoconnect,communicate,and learn.Often,wehave show results,anddigitalwilldemandalot.Itisshapingthe wayswewillworkinthe Look atdigitaltransformationasaninvestment.Investments alwaystaketimeto educational institutions.Itispervadingeverything. consumers oremployees,butequallyforbusinesses,thegovernment andour Technology isbecominganintegralpartofourlives,forus personally, as challengingimpact, what we believe to know Digital transformation isan event of historic the reinsandsetpacefortransformationjourney. accept that,weshouldstepasideandallowthosewillingdigitalsavvytotake We needtobecomecomfortableintheanalyticsofbigdata.Ifwearenotwilling We allneedtothinkmobile,digital,cloud,andsocialfarmorethanwediddate. and connectingwithallexternalpartieswhoarereadytocollaborate. change demanded.Itimpliesacompetitiveneedforopeningup,respondingto When consideringthis,youbegintounderstandthemagnitudeofspeed the wayyougoaboutbusiness. The buy-intothismeansundertakingadisruptiontheexistingorganization, stage We have to embrace –or leave new technology the how opportunities thatoffertruegrowth. want technologytotransformtheirbusiness;buttheystrugglefindwaystowards individuals seemtohaveembracedthesocialdigitalworldalready.Companies However, businessislagginginexploitingtheopportunity,whereasweas individual tomakeithighlypersonal. expecting ittobeaseamlessexperience,powerfulandadaptable,allowingthe seen asamazingorsimplyaccepted,withashrugoftheshoulders.Manyare Transformation iscomingatusinrapidwaves.Itsscaleandcomplexityeither businesses of ahead are Individuals and beliefs. past wastakenupbysomanyotherthings.Wewillneedanewresetinourvalues to becomemoreadroitandinnovative.Iterodeseatsintoourtimethatinthe Digital transformationwillkeeppushingustobecomemoreefficientandeffective, 4
HYPE | Exploring Digital Transformation However, therearethreestrategicgoalstojustifythetransformationaljourney: this shift.Transformingestablishedbusinesseshasbecomeanimperativetoday. will bedeterminedbyhowsuccessfullyandfastdecidersmanoeuvrethrough and industriesareagonizingincontinuousdisruption.The"survivalofthefittest" be itjusttostaycompetitiveinthisnewdigitalworldwheredemarcationisblurring will demandofthem.Theyberequiredtofindresourcesforthisjourney,and when theyrecognizethethreatsandmagnitudeofchangethistransformation You getasenseofsurvivalpervadingtheboardrooms,growingconcern, many emergingtechnologies,allindifferentstagesoftheirevolution. to acceptthat.Muchwillcometowardsusasweadapt,learnandexperiment,with We don'tknowhowthedigitaltransformationwillturnoutinendandwehave We don't know what the "end game" will look like 3. 2. 1.
New business models, which were not feasible before the time of the connected connected the of time the before feasible not were which models, business New improve can efficiency the operational transformation Internally, digital loyalty greater to leading experience, customer systematic abetter, Providing world, offer new markets and growth opportunities growth and markets new offer world, advocates of acommunity fostering and with softinstincts,andincompletedatastructuredexperimentation. the top.Anewmindsetisrequired,withsolidriskjudgement, replacinghardfacts is nottheprediction-modelbasedexperiencetheyareusedtoandthatgotthem transformation throughtechnologies,whichareconstantlyadaptingandevolving, experience tohandlethenewgamesuccessfully.Drivinganeffectivedigital for otherstoworryover.Increasingly,theyalsolacktherelevantexposureand world beyondtheirowncorporateoffices.Theyconsidertechnologyassomething They lackthenewtoolsofengagement,whicharetablestakesalreadyin trained inacurriculumthatdidn'tpreparethemforthisworldofdigitaltechnology. in traditionalwaysofmanagingreturnoninvestment.Seniorexecutiveshavebeen The challengesaremassive.Companiesstruggling to seeclearbusiness benefits technology company,irrespectiveofwhattheyoffer. now andthisforcesbusinessestothinkabouthowtheycanbecomeaconsumer- and communicationchannels.Digitalhasbecometrulypervasiveinpeople’slives you toengageyourcustomersalongtheirjourneyacrossvariousproducts,services sustainable partnership,isthemostvaluableone.Digitaltransformationenables Of thosestrategicgoals,achievingcustomerengagement,inthesenseofa Customer engagement and why senior executives fail 5
HYPE | Exploring Digital Transformation to comeupwithadetailedplan ofcoordinatedactions. all thisinaconcertedway,asmuchpossible.Sotheactual startingpointwillbe workflow forbusinessinsightsyoucanbaseyourdecisions on.Andyouhavetodo your customerrelationship,adjustinternaloperationsand create adatacollection simple tosayasitisdifficultcarryout.Youhaveunderstand andpotentiallyfix rebuild them.Onceyouhaveacceptedthat,theanswerto questionsisas challenge yourownpastassumptionsandbepreparedtostrip themdownand The toughestpartofanytransformationisactuallyrecognizing youhaveto off? start How do we best equation andvalueproposition. collaborative innovationandfeedbackloopsareemergingtoformanewtrust point outtoyouweaknesses.Atruetwo-wayrelationwiththecustomer,including that itisoktofailaslongyoulearnfromit,askcustomers It isimperativethatcompanies,andespeciallytheirseniormanagement,recognize lovingly nurturedoveryears,isbeingturnedonitshead. a totalanathematomany.Predictiveinvestmentbasedonpastdata,cherishedand services toevolveinrealtime,aspresented,e.g.,theLeanStartupbyEricRies,is Cheap andagileexperimenting,pivot-or-perseveredecisions,allowingproducts growth, andahostoforganizationalconstraintsthatrestrictdecisions. vision, notunderstandingtheurgency,holdingontotraditionalmeasuresfor As outlinedabove,wefaceplentyofbarriersfordigitaltransformation:alack transformation We overcome must the barriers for digital is aboutbeingdifferent,carvingoutourownuniqueness. is pivoted towards theoutside world. And the mostimportantchange in perspecitve communications, development,ordelivery:everyone’stimewithintheorganization In general,businessismovingtowardsacultureofexperience.Whetherin values –farbeyondaspecificjob-to-be-done. experience wherespeed,time,performanceandresponsebecomedominating Your businesswillrevolvearoundwhatcustomersreallywant,aseamless partners, andsuppliers. propositions, anddefinehowyouwillengageinteractwithyourcustomers, start yourjourneyofdigitaltransformation.Createaclearlyoutlinedsetvalue Simply put,youneedapictureofhowwill(eventually)makemoneywhen the goalWhat's to keep in mind? opportunities youmayencounteronthisjourney. signed tohelpyoutriggeryourthinking,andmakeaware ofchallengesand transformation needstobetopofeverybusinessperson’s mind. Thisreportisde In thisreport,Ihaveattemptedtoextractaselectionofwhat, howandwhydigital ourselves! transform to learning Welcome to the digital era where we all are - 6
HYPE | Exploring Digital Transformation framing visuals. framing key four strategic offer &PwC Altimer McKinsey, DLittle, Arthur quickly. this to grasp sufficient be could that However, visuals for Isearched this. to duplicate want Ididn't summary, opening inmy picture bigger of this much Iprovided As it. for scene the set and journey transformation digital of the overview some offer companies consulting major the all Nearly industries. across wholesale this is driving revolution Industrial 4th the and transformation to this central becomes customer The operate. organizations all way the to reshape potential the has and omnipresent, is now transformation Digital transformation backdrop of digital The 7
HYPE | Exploring Digital Transformation Source: DigitalTransformationStudy,ArthurDLittle,2015 An excellentAn summation of why we have to take digital transformation seriously. 8
HYPE | Exploring Digital Transformation Source: Expertinterviews,McKinsey analysis,2013 Areas ofAreas business that will reshaped be by digital transformation. 9
HYPE | Exploring Digital Transformation Source: DigitalTransformation, Altimeter,2014 Customer experience isthe goal for digital transformation. 10
HYPE | Exploring Digital Transformation The 4thThe industrial revolution requires to us adopt new technologies they as are going to change the way we act and who we are. we who and act Source: Industry4.0:Buildingthedigitalenterprise,PWC,2016 11
HYPE | Exploring Digital Transformation Source: SixStagesofDigitalTransformation, Altimeter2016 12
HYPE | Exploring Digital Transformation involved in a way, and their work will be relevant for most of the sections ahead. sections ofthe most for relevant be will in a way, work their and involved been has MIT the whenever explored well be can transformation digital for blocks building The them. with partnered Deliotte subsequently and Gemini Cap both and Business, Digital for Center MIT is the transformation digital for references obligatory ofthe one doubt, Without to. to orient framework excellent an and transformation digital for areas critical three of the view auseful provide they study, this In others. many for reference benchmark the been has Ifelt that study extensive an offer Management Sloan MIT with in association Gemini Cap to transform. take can you routes different the framed IBM while framework, comprehensive agreat to be roadmap transformation its and Press University Deliotte the I found respect: this in view helpful aparticularly offer reports analyzed of the Four transformation. digital with to deal frameworks multiple You expect would Framework and areas of focus 13
HYPE | Exploring Digital Transformation with DeloitteUniversityPress, 2015 Source: Strategy,notTechnology DrivesDigitalTransformation.AResearchReportfrom MIT SloanManagementincollaboration 14
HYPE | Exploring Digital Transformation A short summary of what digital transformation means today and its three areas of focus of areas three its and today means transformation digital what of summary short A Source: Digitaltransformation–Creatingnewbusinessmodels wheredigitalmeetsphysical,IBMInstituteforBusinessValue,2011 15
HYPE | Exploring Digital Transformation Source: DigitalTransformation: ARoadmapforBillionDollarOrganizations,MITCenter DigitalBusiness&CapGeminiConsulting,2011 The three focus areas for digital transformation and their building blocks. building their and transformation digital for areas focus three The 16
HYPE | Exploring Digital Transformation Source: DigitalTransformation: ARoadmapforBillionDollarOrganizations,MITCenter DigitalBusiness&CapGeminiConsulting,2011 For me, this digitalFor me, transformation isthe best framework to work with. 17
HYPE | Exploring Digital Transformation I found this study especially valuable in understanding practices, thinking and the threats of disruption if we don’t transform. don’t we if ofdisruption threats the and thinking practices, inunderstanding valuable especially study this I found follows: as findings their summarized They transformation. to digital impetus acritical to be era industrial 4th the find They interviews. in-depth some conducted and leaders 1,000 out sought They countries. in most applied be certainly can findings and output of its Much UK. the within journey transformation digital their on embarking are companies of how study extensive an completed 2016,In Microsoft transformation digital in to invest Justifying 1. 4. 3. 2.
deliver can transformation digital value full the understand necessarily don’t respondents yet significant, are drivers business The future. inthe more compete and to grow inorder businesses existing their disrupt to unwilling are leadership senior their think makers decision (46%) half of business almost –yet option only Taking the is action years. two next the within disrupted be will industry their that think organizations of all –half quickly happening It’s years. five next the within to exist cease will models business existing their (44%) think leaders business of all half –nearly real is Disruption • • • Survival as abusiness as Survival operations Optimized experience customer improved An to their organizations. The top three drivers were cited as: cited were drivers three top The organizations. to their 18
HYPE | Exploring Digital Transformation Source: DigitalTransformation:TheAgeofInnocence,Inertia orInnovation,Microsoft,2016 19
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 20
HYPE | Exploring Digital Transformation Source: DigitalTransformation: ARoadmapforBillionDollarOrganizations,MITCenter DigitalBusiness&CapGeminiConsulting,2011 21
HYPE | Exploring Digital Transformation Both are excellent reads for any digital transformation journey. transformation digital any for reads excellent are Both in2014 one year, this one 2016. and inApril reports, in two resulted has research extensive Their argument. justification strongest the as journey anew on heading for catalyst –the transformation” ofbusiness side “human to the relate They steps." next your to inform customers of digital expectations and needs the understanding on depends transformation meaningful about bringing back, digital or first digital it’s "whether found, They insights. great provides Altimeter Mapping, Journey Customer For transformation. digital from arising opportunities and needs experience customer the exploring on focus and Darwinism” age of“Digital is the this believe They transformation. digital for resource "go-to" another are Solis, Brian inparticular Altimeter, and journey transformation Stages of the 22
HYPE | Exploring Digital Transformation Source: SixStagesofDigitalTransformation, Altimeter,2016 23
HYPE | Exploring Digital Transformation Source: DigitalTransformation, Altimeter,2014 A helpful checklist to work through 24
HYPE | Exploring Digital Transformation study relates confidence in leadership to the digital maturity of the company. of the maturity digital to the inleadership confidence relates study 2015 global Deloitte’s and Review Management Sloan MIT company”. “digital-centric” one contain industries two only whereas companies, “digital-oriented” contains however, industry each only; adaptive” “digital are “All industries out: point others and DLittle Arthur As solution.” innovative integrated, inan customer to the value deliver and to create technologies digital use and needs consumer to understand further going by astep performance breakthrough achieve movers First organisation. own your within integration vertical and horizontal than wider far to extend needs 4.0 Industry approach. ecosystem an plan “Actively suggest: rightly quite PwC boundaries. business traditional your leave you where on depending designs, model business and services inproducts, opportunities different significantly is going to provide transformation Digital transformation of digital opportunities and Pain points 25
HYPE | Exploring Digital Transformation Source: DigitalTransformation Study,ArthurDLittle,2015 Business sections and howBusiness sections to apply digital transformation to them. 26
HYPE | Exploring Digital Transformation Source: Industry4.0:Buildingthedigitalenterprise,PWC,2016 In the near future, digital platforms and ecosystems will become critically important. critically become will ecosystems and platforms digital future, near the In 27
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 28
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 29
HYPE | Exploring Digital Transformation Source: DigitalTransformation Study,ArthurDLittle,2015 30
HYPE | Exploring Digital Transformation Source: Strategy,notTechnology DrivesDigitalTransformation.AResearchReportfrom MIT SloanManagementincollaborationwithDeloitteUniversity Press,2015 Depending on your company's maturity, you will experience digital transformation differently. 31
HYPE | Exploring Digital Transformation The relationThe of confidence in the leadership's skills and the organization's digital level. maturity collaboration withDeloitteUniversity Press,2015 Source: Strategy,notTechnology DrivesDigitalTransformation.AResearchReportfrom MIT SloanManagementin 32
HYPE | Exploring Digital Transformation they suggest next practice thinking to help creativity and continuous learning and allow common sense to prevail. to prevail. sense common allow and learning continuous and creativity to help thinking practice next suggest they practices, established and good for replacement However, awholesale is not this technology. and operational, &behavioral, organizational leadership, of businesses: dimensions main four in the thinking practice next Consortium's Cutter through you take we'll section, this In practice. next inthe needs your formulate copy, to proactively and to compare need you try or back to look You afford cannot transformation. upin digital caught all ecosystems, industry to overall activities individual from ranging scales, multiple and dimensions many are There is complex! it transformation, digital effective to drive complicated is not it argued, have Consortium Cutter The to “post-connectivity”. “pre-connectivity” from moving are we as practices” “next with experimenting and knowing about is all It practice”. is “wrong it today as practice” “best beyond to think We need do Practice PracticeBest to Next 33
HYPE | Exploring Digital Transformation Best practice examples companies,Best from different applied to the aforementioned business sections. Source: DigitalTransformation Study,ArthurDLittle,2015 34
HYPE | Exploring Digital Transformation Moving from best practice to next practice: practiceMoving to from next the best leadership dimension. Source: MovingfromBestPractice toNextPracticedriveeffectiveDigitalTransformation, CutterConsortium,2015 35
HYPE | Exploring Digital Transformation Moving from best practice to next practice: practiceMoving to from next the best organizational and behavioral dimension. Source: MovingfromBestPractice toNextPracticedriveeffectiveDigitalTransformation, CutterConsortium,2015 36
HYPE | Exploring Digital Transformation Moving from best practice to next practice: practiceMoving to from next the best operational dimension. Source: MovingfromBestPractice toNextPracticedriveeffectiveDigitalTransformation, CutterConsortium,2015 37
HYPE | Exploring Digital Transformation Moving from best practice to next practice: practiceMoving to dimension. from next the best technology Source: MovingfromBestPractice toNextPracticedriveeffectiveDigitalTransformation, CutterConsortium,2015 38
HYPE | Exploring Digital Transformation Source: DigitalTransformation,Altimeter,2014 Handy overview of practices ofHandy emergent overview leaders in digital transformation. 39
HYPE | Exploring Digital Transformation Source: MovingfromBestPractice toNextPracticedriveeffectiveDigitalTransformation, CutterConsortium,2015 Seven emerging practices to consider for success 40
HYPE | Exploring Digital Transformation between in-house and external capabilities. external and in-house between trade-offs right the making and speed, for need the with risk balancing tempo, right the at strategy your on to execute ability –The How The with. comfortable are stakeholders your and you that profile arisk within to respond you allow and evolution model business and strategic term longer with improvements short-term for need the balance will that ofinitiatives aportfolio –Designing What The position. current to your threats as well as creation ofvalue sources new is about This business. your and industry your is affecting landscape digital competitive the how about foresight and –Insight Why The 2016 in arecent Transformation Your to Execute report. Digital Strategy A Portfolio outlined have Gemini Cap why,The and what, how of digital transformation 41
HYPE | Exploring Digital Transformation Source: APortfolioStrategyto ExecuteYourDigitalTransformation,CapGeminiConsulting, 2016 The HandyThe Why, How &What 42
HYPE | Exploring Digital Transformation Source: APortfolioStrategyto ExecuteYourDigitalTransformation,CapGeminiConsulting, 2016 Deep-dive: the what of digital transformation.Deep-dive: 43
HYPE | Exploring Digital Transformation Source: APortfolioStrategyto ExecuteYourDigitalTransformation,CapGeminiConsulting, 2016 Deep-dive: the how of digital transformation.Deep-dive: 44
HYPE | Exploring Digital Transformation to you. apply probably) (most all will they as through working worth well are details the but report, this from key afew visuals on only highlight I will range ofindustries. inawide managers and 1,559 from in 2013 executives responses garnered asurvey that conducted They Consulting. Capgemini with working again Review, Management Sloan MIT by produced was barriers the explored extensively most Yet has that one the view. ‘Evolution’ Inhibitors and anice Catalysts provide Altimeter and researched, industries by these 2015 to in their frame anice job do study DLittle Arthur transformation. to digital barriers and traps inevitable the outline reports Many Traps, concerns & barriers 45
HYPE | Exploring Digital Transformation Source: DigitalTransformation Study,ArthurDLittle,2015 46
HYPE | Exploring Digital Transformation Source: DigitalTransformation Study,ArthurDLittle,2015 47
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 48
HYPE | Exploring Digital Transformation Embracing DigitalTechnology ,MITSloanManagement&CapGeminiConsulting,2013 49
HYPE | Exploring Digital Transformation Embracing DigitalTechnology,MITSloanManagement&Cap GeminiConsulting,2013 50
HYPE | Exploring Digital Transformation Embracing DigitalTechnology ,MITSloanManagement&CapGeminiConsulting,2013 51
HYPE | Exploring Digital Transformation reshaping the business. the reshaping for phases suggest and transformation digital for set skill required the to explore Value begin Business for Institute its and IBM Finally, channel.” or function, division, agiven within to activities limited are or ofprojects form the take either that initiatives manage digital to executives leaving priorities, of daily pull the and of talent, alack of resources, alack by however, constrained companies, are Most goals. oforganizational aset toward aligned and insync are structure and culture, people, activities, acompany’s inwhich capabilities digital developing means It task. easy is no future adigital for “Preparing outline: They Press. University Deloitte with incollaboration time this thoughts, some offer MIT Again, plan. transformation digital ofthe part integral an become capabilities digital building and propositions value Reshaping company the Aligning 52
HYPE | Exploring Digital Transformation Source: Strategy,notTechnology DrivesDigitalTransformation.AResearchReportfrom MIT SloanManagementincollaborationwithDeloitteUniversity Press,2015 53
HYPE | Exploring Digital Transformation agement incollaborationwith DeloitteUniversityPress,2015 Source: Strategy,notTechnology DrivesDigitalTransformation.AResearchReportfrom MIT SloanMan - 54
HYPE | Exploring Digital Transformation Source: Digitaltransformation-Creatingnewbusinessmodels wheredigitalmeetsphysical,IBMInstituteforBusinessValue,2011 55
HYPE | Exploring Digital Transformation Source: Digitaltransformation- Creatingnewbusinessmodelswheredigitalmeetsphysical, IBMInstituteforBusinessValue,2011 56
HYPE | Exploring Digital Transformation Q: Is your organization taking any action to change the workplace and culture? and workplace to the change action any taking organization your Q: Is transformation digital about thinks organization the Q: How inplace? roles leader digital senior any have organization your Q: Does originate? strategy digital the does Q: Where 2016. in early study Microsoft the within explored transformation, of digital framing strategic ofany points good raise that questions critical Some Where does digital transformation sit and how is perceived it by the organization? 57
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 58
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 59
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 60
HYPE | Exploring Digital Transformation Source: DigitalTransformation: TheAgeofInnocence,InertiaorInnovation,Microsoft,2016 61
HYPE | Exploring Digital Transformation MIT Sloan Management in collaboration with Deliotte raise some interesting questions and results shown in different response charts. response indifferent shown results and questions interesting some raise Deliotte with incollaboration Management Sloan MIT helm." Sloan) (MIT the at technologists require not does company adigital leading is suggested it yet skills, 'soft' excel at who leaders developing and recruiting and intalent, investment heavy experimentation, rapid risk, for appetite "an include, expanded cultures ofdigital characteristics main The culture digital a Formulating 62
HYPE | Exploring Digital Transformation ment incollaborationwithDeloitteUniversityPress,2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReportfromMITSloanManage - 63
HYPE | Exploring Digital Transformation ration withDeloitteUniversityPress,2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReportfromMITSloanManagementincollabo - 64
HYPE | Exploring Digital Transformation collaboration withDeloitteUniversity Press,2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReportfromMITSloanManagementin 65
HYPE | Exploring Digital Transformation Management incollaborationwithDeloitteUniversityPress, 2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReportfromMITSloan 66
HYPE | Exploring Digital Transformation Sloan ManagementincollaborationwithDeloitteUniversity Press,2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReportfromMIT 67
HYPE | Exploring Digital Transformation Also refer to PWC's industry 4.0 framework on page 11. page on framework 4.0 industry to PWC's refer Also roadmap. experimentation upyour setting when mind to keep in technologies of emerging overview ahelpful offer transformation digital on research Microsoft's as well as Journal, IT Cutter The Emerging technologies with to experiment 68
HYPE | Exploring Digital Transformation Are youAre experimenting and exploring these emerging technologies for digital transformation? Source: FiveStepstoDigitalTransformation,CutterITJournal, 2015 69
HYPE | Exploring Digital Transformation Source: DigitalTransformation:TheAgeofInnocence,Inertia orInnovation,Microsoft,2016 70
HYPE | Exploring Digital Transformation What has digital done for us lately? A final visual: final A 71
HYPE | Exploring Digital Transformation from MITSloanManagementincollaborationwithDeloitte University Press,2015 Source: Strategy,notTechnologyDrivesDigitalTransformation. AResearchReport 72
HYPE | Exploring Digital Transformation https://www-935.ibm.com/services/in/gbs/thoughtleadership/ibv-digital-transformation.html IBM InstituteforBusinessValue, 2011 Digital transformation-Creating newbusinessmodelswheredigitalmeetsphysical, http://sloanreview.mit.edu/projects/strategy-drives-digital-transformation/ Sloan ManagementincollaborationwithDeloitteUniversity Press,2015 Strategy, notTechnologydrivesdigitaltransformation.AResearch ReportfromMIT http://www2.prophet.com/sixstagesofdigitaltransformation 2016 Six StagesofDigitalTransformation-aRaceagainstDarwinism, Altimeter, ing-digital-enterprise.html http://www.pwc.com/gx/en/industries/industrial-manufacturing/publications/build 2016 Industry 4.0:Buildingthedigitalenterprise.Aglobalindustry4.0surveybyPwC, http://www.altimetergroupdigitaltransformation.com/ Digital Transformation,Altimeter,2014 https://www.hashdoc.com/documents/18882/finding-your-digital-sweet-spot Finding yourdigitalsweetspot,McKinseyExpertInterviews,2013 http://www.adlittle.com/tim-viewpoints.html Arthur DLittleDigitalTransformationStudy-HowtobecomeaLeader,2015 In orderofappearance: References - https://www.cutter.com/sites/default/files/itjournal/fulltext/2015/11-12/itj151112.pdf Source: FiveStepstoDigitalTransformation,CutterITJournal, 2015 organizations https://www.capgemini.com/resources/digital-transformation-a-roadmap-for-billiondollar- Business &CapGeminiConsulting,2011 Digital Transformation:ARoadmapforBillionDollarOrganizations, MITCenterforDigital https://www.capgemini-consulting.com/digital-transformation/portfolio-strategy A PortfolioStrategytoExecuteYourDigitalTransformationCapGeminiConsulting2016 transformation-489181 https://www.cutter.com/article/moving-best-practice-next-practice-drive-effective-digital- Consortium, December2015 Moving fromBestPracticetoNextdriveeffectiveDigitalTransformation,Cutter http://sloanreview.mit.edu/projects/aligning-for-digital-future/ Aligning theOrganizationforitsDigitalFuture-MITSloanandDeloitteUniversityPress,2016. https://www.microsoft.com/en-gb/about/ent/digital-transformation-report/default.aspx 2016 Digital Transformation:TheAgeofInnocence,InertiaorInnovation-MicrosoftCorporation, http://sloanreview.mit.edu/projects/embracing-digital-technology/ Embracing DigitalTechnology,MITSloanManagement&CapGeminiConsulting,2013 73
HYPE | Exploring Digital Transformation About HYPE Innovation
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