Newcastle digital transformation

How can you digital technologies to improve

organizational performance?

Managing Information Systems

Lee SCHLENKER – [email protected]

Digital Transformation

Agenda

I. CHATII. The New World of WorkIII. Productivity todayIV. Digital WorkspacesV. The Building BlocksVI. The Value PropositionVII. Market metaphoresVIII. The value architect™IX. Conclusion and Perspectives

Intro Modeling ConstructionPerception

What are the three major building blocks that are digitally transforming the customer experience? Can you give an example of each? Which examples do the authors give of transforming internal processes through process digitization? The article also suggests that digital strategies can transform corporate business models. What exactly is a business model and how can it be improved digitally? The authors argue that digital transformation requires strong leadership to drive change. Which level of leaders are they referring, and on what do they need to focus?

The Nine Elements of Digital Transformation

http://www.youtube.com/watch?v=AZ5ePL36BbU&list=PL5ZC9Btzae5utFxFb9_6D6MmOhxI3cQut&feature=share&index=82

Let’s CHAT


The New World of Work


Economic transformation: The transformation from a manufacturing-based economy to a services-based economy now underway throughout the developed world will accelerate.

One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers.

Always On, Always Connected. The challenges of the “always on, always connected” world will be converting information into insights; managing time and staying focused on high priority tasks

Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical.

©2013 L. SCHLENKER

Transformation

Limited

Pervasive

Time

Deg

ree

of e

cono

mic

impa

ct

Digital distributionand web strategy• Web strategy ande-commerce)• Creating efficiencythrough webstrategy (e.g.Government)

Digital transformation

• Mobile revolution• Social media• “Hyper digitization”• Power of the cloud and

crowd• Downstream & upstream

innovation• Organize without an

organization• New “currencies”• Internet of things• Analytics

2000sLate 1990s 2010s

Digital products (e.g., music,entertainment)

Digital distributionand web strategy• Web strategy ande-commerce• Creating efficiencythrough webstrategy

Digital transformationMobile revolution“Hyper digitization” Social mediaPower of the cloud and crowdDownstream & upstream innovationOrganize without an organizationNew “currencies”Internet of things Analytics


What meaning do we attach to the data?

Frame

Cloud

Figure (s)

Oracle

Antonello da Messina

Intro Modeling ConstuctionPerception

©2013 L. SCHLENKER

Sam Marshall, ClearBox

The Digital Workspace


Work (productivity)

• Harder, better, faster…• Mechanized productivity• Knowledge productivity• Continuous Productivity

Steven Sinofsky


http://blog.learningbyshipping.com/2013/08/20/continuous-productivity-new-tools-and-a-new-way-of-working-for-a-new-era/

http://blog.learningbyshipping.com/2013/08/20/continuous-productivity-new-tools-and-a-new-way-of-working-for-a-new-era/

©2013 L. SCHLENKER

© Inforcentric Research, 2013

• A demarcation line between an Intranet and the Digital Workplace at the point where more specific work support is offered

• The stages are not defined by which functions are offered, but rather by how far the respective support offered goes

• This model tries to give a first impression about the changing composition of the technology portfolio required in each stage.

http://intranet-matters.de/resources/intranet-maturity-models/

Digital intermediation


http://www.infocentricresearch.com/



©2013 L. SCHLENKER

Services rather than software

Deloitte The digital workplace: Think, share, do

©2013 L. SCHLENKER

Communication and Business IntelligenceCollaboration and CommunityServices and WorkflowStructure and CoherenceMobility and FlexibilityStrategic Alignment and ManagementOrganisational Readiness

© Digital Workplace Forum, 2013

Real time collaboration


The Customer Journey

• What uniquely defines the persona of our customers?

• What is different about their customer journey?

• What are the touch points they frequent, how do they use them, and with what devices?

• What are their expectations, what do they value, and how do they define success?• How are they influenced, and by whom? How and whom do they in turn influence?

©2013 L. SCHLENKER

Focusing on perceptions


©2013 L. SCHLENKER

• Focusing on the evolution of people in the context of a Digital Workplace

(c) Philipp Rosenthal 2013 (@for_desire_it)

Everything is connected


©2013 L. SCHLENKER

© 2011 MIT Center for Digital Business and Capgemini Consulting

The building blocks


The Experience Economy

"Experience is knowledge, everything else is information"-- Albert Einstein

• Service economy – value comes from services embedded in the product

• Pine and Gilmore argued that differentiation today comes from creating “experiences”

• Starbucks, Michelin, Hermès, Apple• Companies provide “stages”,

managers are “actors”, customers are active “spectators”


©2013 L. SCHLENKER

© 2011 MIT Center for Digital Business and Capgemini Consulting

The New World of Work


©2013 L. SCHLENKER

Customer UnderstandingCompanies are starting to take advantage of previous investments in systems to gain an in-depth understanding of specific geographies and market segments

Top-Line GrowthCompanies are using technology to enhance in-person sales conversations.

Customer Touch PointsCustomer service can be enhanced significantly by digital initiatives

The Customer Experience


©2013 L. SCHLENKER

Process DigitizationAutomation can enable companies to refocus their people on more strategic tasks

Worker EnablementIndividual-level work has, in essence, been virtualized — separating the work process from the location of the work

Performance ManagementTransactional systems give executives deeper insights into products, regions and customers, allowing decisions to be made on real data and not on assumptions

Transforming Operational Processes


©2013 L. SCHLENKER

• Improve your understanding of the customer demand

• Improve the quality of the organizational response

• Improve the organization’s ability to measure the added value

The Sales process

Deloitte The digital workplace: Think, share, do

©2013 L. SCHLENKER

Digitally Modified BusinessesFinding ways to augment physical with digital offerings and to use digital to share content across organizational silos

New Digital BusinessesCompanies are also introducing digital products that complement traditional products

Digital GlobalizationCompanies are increasingly transforming from multinational to truly global operations

Transforming Business Models


https://glennas.wordpress.com/tag/business-models/

©2013 L. SCHLENKER

Moshi Monsters ?

http://www.youtube.com/watch?v=DwUoQL2bgto&list=PL5ZC9Btzae5utFxFb9_6D6MmOhxI3cQut&feature=share&index=33

The workplace

• Cecile Balmond – Informal• (Work) spaces aren’t bound by

technology but by vision• Rules aren’t boundaries, just

considerations• Vision, actors, events,

outcomes, gateways


©2013 L. SCHLENKER

Design Your School


• The vision - how will the Commons showcase your theme?

• The design - what types of equipment (furniture, supplies, technologies…) will support this vision.

• The events - which specific events (conferences, workshops, coffee breaks...) will be held ?

• The results - how do you recommend evaluating the results of your vision ?

Newcastle digital transformation

Business

Transcript of Newcastle digital transformation