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Grab ‘n Go: Session 3Find Holger Digital transformation med kundeni centrum 16. November #deloittegng

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5

Airbnb– the world’s largest accommodation

provider, owns no real estate

Alibaba– the world’s most valuable

retailer, has no inventory

Wikipedia – the world’s largest

encyclopedia, produces no content


6

Uber – the world’s largest taxi

company, owns no vehicles

Alibaba– the world’s most valuable

retailer, has no inventory


7

84%The first 3D-

printed

car is in

production

Believes that car sharing will be dominant compared to individual car

ownership

“47 percent of total employment is “at risk” from

computerization over the next decade or two”

Study from Oxford University

89%

1 billion sensor connected to the internet

At least one country

in the world will

introduce

blockchainfor tax collection

73%

% of experts and CEO expects the statement to be reality inn 2025

2 25

67%


WHAT IS THE VALUE OF BLOCKCHAIN?


WHAT IS THE BLOCKCHAIN?


10

Sixty percent of CEOs believe that the emergence of smart machines capable

of absorbing millions of middle-class jobs within 15 years is a "futurist

fantasy”. However, Gartner predicts that smart machines will have

widespread and deep business impact within only seven years through 2020.

Gartner, 2013

“47 percent of total employment

is “at risk” from computerization

over the next decade or two”

Study from Oxford University

“By 2029 robots will have

reached human levels of

intelligence”

Ray Kurzweil, Director of

engineering at Google

“By 2030, 90 percent of jobs as we

know them today will be replaced

by smart machines”

Gartner

http://Test your job risk

http://www.bbc.com/news/technology-34066941

12

Quick to act

Exploratory

Data-driven

Distributed

Live to work

Collaborative

Slow to act

Risk adverse

Instinctive

Hierarchical

Work to live

Independent

Agility

Risk

Decision-

making

Leader

structure

Passion

for work

Work style

Digital mature organisations

Digital developing organisations

Digital immature organisations

1 5

1.Hire contractors/consultants2.Don`t know 3.External relationships 4.Develop employees

1.Develop employees2.External relationships 3.Hire contractors/consultants 4.Recruit digital employees

1.Develop employees2.Recruit digital employees3.External relationships 4.Recruit digital leaders

Dig

ital

imm

atu

re

Dig

ital

develo

pin

g

Dig

ital

matu

re

Cultural mindset maturity Accelerating innovation priorities

Agenda

13

Why digital

customer centric

transformation?

How to work

with centricity &

innovation

Exemplification

and organization

Observation #1: Create value

Over time, most companies get better and better

at things that people want less and less.

Observation #2: Remove friction

If you do not make life easier for your

customers, someone else will

Observation #3: Jobs-to-be-done

Don’t sell products and services to customers,

but rather try to help people address their

“jobs-to-be-done”

Observation #4: Don’t underestimate

your customers…..

Customers can be many things; stupid, irrational,

demanding, self-centered – but you need them…

Agenda

19

Why digital

customer centric

transformation?

How to work

with centricity &

innovation

Exemplification

and organization

The 4 P’s – the marketing mix

• Product

• Price

• Place

• Promotion Jerome McCarthy 1960

Awareness Interest Desire Action-Buying

Daily shopping experience

Slide footer

First virtual

supermarket

launched in Korea

Customer centric approach

Winning Aspiration, Business Vision

Where to Play, How to Win?

Customer baseline – do we understand our

customers

Customer behavior & motivation

How do we play to Win?

Iterate

Iterate

Design thinking

Creative & UX

Loosely connecting to legacy

Iterate. Test. Measure. Learn

Pretotype

How to design

frictionless, attractive,

and contextual?

Agile, DevOps, Right speed

Prepare; Plan & Architect

Pilot; Sprint and Close

Scale; Deliver & Deploy

Iterate. Test. Measure. Learn.

Pilot

Scale

Focus on user & business adoption

Measure, evaluate and communicate value

How do we engage early, test

often, and deploy fast?

How & what

to sustain?

Strategy Innovation Design Deliver and Run(Customer value ) (Research & Ideation) (Imagine & Prototype) (Build, Test, Deploy)

Iterate

Build and qualify portfolio of digital use cases

- Value propositions and differentiation

- Ecosystems and collaboration models

- Customer experiences and engagement

- Operating models and organizational impacts

Where will we innovate?

What is our

innovation ambition?

Connect innovation into the strategy mix

Build “innovation factory” and capabilities

Prototype

1. They conceive of themselves not as a group of products, services, territories, or functions, but as a portfolio of customers.

2. They know how much money they make or lose with each of their customers or customer segments, and they understand why.

3. They understand the different needs of different customers and group them into operational

customer segments and sub-segments based on common needs. They thrill their customers by delivering knockout value propositions that competitors cannot match.

4. They continually innovate by evolving their customer segments and sub-segments, and improve their value propositions as customer needs change.

5. They organize their businesses into customer segment business units to establish clear ownership of the customer experience and accountability for the financial performance of each customer business unit.

6. They create a competitively unassailable customer innovation advantage based on a customer R&D model grounded in continual experimentation at key customer touch points.

7. They understand in precise analytic terms exactly how their different customer relationships contribute to or subtract from the total value of the firm; because they manage their customer portfolio on this basis, they know what to manage and where to invest in order to create sustainable, profitable growth and drive outstanding share price performance over time.

The Seven Characteristics of Customer-Centric Companies

27

Understanding the behavior and needs is the key

EXPOSURE INQUIRY EXPLORATION STABILIZATION MATURITY ATTRITION

Life Events

App Usage

Social Influence

Call/Text

Usage

Billing Behavior

Demographics

Data Usage

Volatility

Caller NetworkOffer History

Complaint History

Client website

Clickstream

Social Attributes

The customers’ data DNA

360 view of customer behavior

Agenda

28

Why digital

customer centric

transformation?

How to work

with centricity &

innovation

Exemplification

and organization

Connected services at Volvo

35

36

36

Bl ckachuStoring warranties and insurance on the blockchain

A centralized solution to managing receipts, insurance and warranties It all began as a response to three issues combined: the frustration and issues of dealing with receipts

and warranties, the lack of a secure way of storing these, and a tendency of people becoming tired of

installing new apps and only wanting to have the apps they truly need.

Registering

• Receipt of purchased product contains QR-code

• Customer shares a photo of the QR-code to Blockachu

chatbot on mainstream chatting app such as

Messenger

• Blockachu registers the QR-code and assigns the

warranty or insurance related to the product to the

customer

Managing insurance

• Customer logs into a platform

• One platform for all warranties and insurances

• Customer can pay insurance fees

• Customer can transfer insurance to new owner upon

sales of product


A global consumer bank wanted to add facial recognition technology to their exiting mobile application

Scope Deloitte worked with one of our crowdsourcing partners to create a Proof of Concept for

mobile app users to log into an application using facial recognition technology.

The project included:

• Wireframing the user flow

• Creating front-end UI design mockups

• Sourcing, modifying, and integrating open source facial recognition

algorithms

• Coding & delivering a functioning POC for testing and integration

with an exiting mobile app

Case Study

CROWD

PROCESS

METRICS

127REGISTRANTS

23 COUNTRIES

4COMPETITIONS

8TOTAL WINNERS

42SUBMISSIONS

8WEEKS

$21k DEVELOPMENT COSTS

TECHNOLOGY & DATA SCIENCE

39

Linking the customer & digital transformation together

10

Typ

es

of In

no

va

tion

Co

nfig

ura

tion

Offe

ring

Ex

pe

rien

ce

Customer Segment

Value

segment

Gen Y Write offKey

targets C

us

tom

er

life

sit

ua

tio

n

Work

Family

Where to live

Marriage

Health Execute Investigate Understand InvestigateUnderstand

The digital radar

Cooperation and

crowdsourcing Do it yourself M&A

Organization

40

http://www.ted.com/talks/don_tapscott_how_the_blockchain_is_changing_money_and_business

Links to Blockchain TedTalks

http://www.ted.com/watch/ted-institute/ted-bcg/mike-schwartz-the-potential-of-blockchain

Rasmus Winther MoelbjergDirector, Deloitte Digital

[email protected]

16. November #deloittegng

Grab ‘n Go: Session 3 Find Holger Digital transformation ... · Grab ‘n Go: Session 3 Find...

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