Digital Transformation 'Before and After' - 24th September, London
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The document discusses how to build a digital culture and undergo digital transformation. It outlines three stages of transformation: surface changes to test bigger changes, transforming the audience experience within constraints, and transforming internal operations to match the new audience experience. Examples are given of companies like Netflix and government agencies that underwent digital transformation, starting with superficial changes and evolving to fully transform internally. The presentation emphasizes the need for organizations to evolve digitally and provides strategies for the transformation process.
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Digital Transformation 'Before and After' - 24th September, London
- 1. BEFORE &AFTER PRECEDENT LONDON SEPTEMBER 2015 HOWTOBUILDADIGITALCULTURE LINDSAY HERBERT GLOBAL HEAD OF DIGITAL at PRECEDENT DIGITALTRANSFORMATION @lindzeiy @precedentcomms #precsem
- 3. WHAT IS DIGITAL? @lindzeiy @precedentcomms #precsem
- 4. WHAT IS DIGITAL? @lindzeiy @precedentcomms #precsem IN-HOUSE: – Websites – Tablet&mobile – Socialprofiles – Blogs&articles EXTERNAL: – Contentsyndication – SEO&SEM – Socialmarketing – Onlinecampaigns PHYSICAL: – Digitalsignage – Digitalkiosk – Virtualguide – Virtualhost
- 5. WHAT IS DIGITAL @lindzeiy @precedentcomms #precsem TRANSFORMATION?
- 6. Evolving an organisation’s ways of working in order to continue delivering its mission in the face of changing technology, competition, audience need and behaviour. @lindzeiy @precedentcomms #precsem
- 7. MEANINGFUL IDEAS, INTELLIGENTLY DELIVERED. ” @lindzeiy @precedentcomms #precsem
- 8. @lindzeiy @precedentcomms #precsem 26 YEARS +100 EXPERTS IN DESIGN, TECH, STRATEGY & UX 6 LOCATIONS PRECEDENT.COM
- 9. @lindzeiy @precedentcomms #precsem DIGITAL STRATEGY WEBSITES, TABLET & MOBILE DIGITAL TRANSFORMATION PRECEDENT.COM
- 10. @lindzeiy @precedentcomms #precsem BUILDYOURVISION: SIX GLOBAL TRENDS
- 11. Generation Z don’t want what came before them.1
- 12. 47% of all jobs will disappear over the next 20 years. 2
- 13. ‘Global’ is achievable and everyone’s a jetsetter. 3
- 14. We experience life through our devices. 4
- 15. We’re about to be blindsided by climate change. 5
- 16. Local, bespoke & personalised are the new Big Business. 6
- 24. SURFACE AUDIENCE INTERNAL SUPERFICIAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @lindzeiy @precedentcomms #precsem
- 25. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN INTERNAL CONSTRAINTS. @lindzeiy @precedentcomms #precsem
- 26. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @lindzeiy @precedentcomms #precsem
- 27. LEARNING FROM PROS: BEFORE &AFTER @lindzeiy @precedentcomms #precsem 3STAGESOFTRANSFORMATION
- 29. “To be the best global entertainment distribution service.” @lindzeiy @precedentcomms #precsem
- 30. “ To provide our customers with the most convenient access to media entertainment.” @lindzeiy @precedentcomms #precsem
- 33. THEN TO NOW: NETFLIX • 1997 Company founded • 2007 1 billionth DVD delivered • 2014 Spent $0 on marketing DVDs vs. $US65 million per quarter on streaming • 2015 Launched in Australia and New Zealand • 2016 Spending $US5 billion on programming • 2017 Expanding to stream in 200 countries @lindzeiy @precedentcomms #precsem
- 35. SURFACE AUDIENCE INTERNAL SUPERFICIAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @lindzeiy @precedentcomms #precsem
- 37. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN EXISTING CONSTRAINTS. @lindzeiy @precedentcomms #precsem
- 39. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @lindzeiy @precedentcomms #precsem
- 42. @lindzeiy @precedentcomms #precsem BUT WHAT IF YOU AREN’T NETFLIX?
- 43. “In the last 5 years, the world has moved faster outside the business than in it.” H O W W O U L D Y O U T R A N S F O R M ? @lindzeiy @precedentcomms #precsem
- 44. “Our structure is too cumbersome, decision making too slow.” H O W W O U L D Y O U T R A N S F O R M ? @lindzeiy @precedentcomms #precsem
- 45. “We will be faster with innovation, smarter with taking risks, bolder with moves that drive transformation.” H O W W O U L D Y O U T R A N S F O R M ? @lindzeiy @precedentcomms #precsem
- 50. 20% MORE SPEND THAN IN-STORE
- 52. 30% MORE SPEND THAN CASHIERS
- 54. @lindzeiy @precedentcomms #precsem BEFORE YOU START
- 55. 10 Best CDO Practices for Dealing with Digital Transformation 1. Buildahigh-performancedigitalteam 2. Digitalshouldbeeveryone'sjob 3. Don'tdodigitalforthesakeofdigital 4. Dofewerthingsbetter 5. Createanatmosphereofcollaboration 6. Bakedata-informedthinkingintotheculture 7. Thinkfromtheoutside-in 8. Sometimesit'sbettertobegforforgivenessthenaskpermission 9. Getexperimentalandanalytical 10. Managementneedstolivedigital Perry Hewitt, Harvard Chief Digital Officer
- 56. BARRIERS TO CHANGE • Misconceptions about digital • Departments trapped in silos • Traditional culture and mind sets • Rewards for being risk-averse • Small budgets (and getting smaller) • Wide gaps in audience knowledge @lindzeiy @precedentcomms #precsem
- 57. • Audiences are already digital-first • Competition from other sectors and areas • Opportunities to cost-save and grow reach • Competition for top staff talent • ‘Traditional’ services under scrutiny • Service ‘shelf life’ will only get shorter @lindzeiy @precedentcomms #precsem REASONS TO CHANGE
- 58. DISCUSSION TIME: WHAT’S YOUR &WHATARETHEBARRIERS? @lindzeiy @precedentcomms #precsem VISION
- 59. LEARNING FROM PROS: BEFORE &AFTER @lindzeiy @precedentcomms #precsem 3STAGESOFTRANSFORMATION
- 60. SURFACE AUDIENCE INTERNAL SUPERFICIAL CHANGE TO TEST THE CASE FOR BIGGER TRANSFORMATION. @lindzeiy @precedentcomms #precsem
- 62. BEFORE
- 63. BEFORE AFTER
- 65. SHARES UP FROM $8 IN 2009 TO $89 NOW
- 67. BEFORE
- 71. BEFORE
- 74. The Method: Which tactics will be used? How will they be planned and implemented?
- 76. STEP 1: TRANSFORM THE SURFACE H O W T O B U I L D A D I G I T A L C U LT U R E ✱ Tackle a specific problem or perception change online, with measurements in place. ✱ Create digital versions of existing offerings, incentivising their adoption. ✱ Track everything and share victories widely and loudly within the organisation. @lindzeiy @precedentcomms #precsem
- 77. SURFACE AUDIENCE INTERNAL TRANSFORM THE AUDIENCE EXPERIENCE WITHIN EXISTING CONSTRAINTS. @lindzeiy @precedentcomms #precsem
- 80. Gov.uk example • 25 things
- 81. BEFORE
- 83. 70% LESS INFORMATION (4 PAGES DOWN FROM 14)
- 85. “As the agent of thestate we can do things that are as good, if not better, than the rest of the private sector. I don't think people believed we could do that 2 years ago.” D I G I T A L T R A N S F O R M A T I O N @lindzeiy @precedentcomms #precsem
- 87. BEFORE
- 89. BLACKROCK
- 91. HIGHER ENGAGEMENT & LOWER WORKLOADS
- 93. BEFORE
- 95. 277% INCREASE IN ONLINE DONATIONS
- 96. 40% INCREASE IN F&E DONATIONS = £1M
- 97. 74% INCREASE IN EVENT REGISTRATIONS
- 98. 25% INCREASE IN HEART MATTERS SIGN-UPS
- 99. STEP 2: TRANSFORM FOR AUDIENCES ✱ Collaborate outside comfort zones to enhance experiences for priority audiences. ✱ Make on-going audience feedback and engagement part of every new initiative. ✱ Track and escalate barriers to create plans and business cases for overcoming them. @lindzeiy @precedentcomms #precsem H O W T O B U I L D A D I G I T A L C U LT U R E
- 100. SURFACE AUDIENCE INTERNAL TRANSFORM INTERNAL OPERATIONS TO MATCH THE AUDIENCE EXPERIENCE. @lindzeiy @precedentcomms #precsem
- 102. BEFORE
- 103. BEFORE AFTER
- 107. £1 BILLION ONLINE
- 109. BEFORE
- 116. BEFORE
- 120. shared idea lived experience how it works effective plumbing
- 123. STEP 3: TRANSFORM THE INTERNAL ✱ Get the right investment and authority, set expectations and update plans throughout. ✱ Tackle business critical processes and systems first with clear benchmarks and targets. ✱ Identify and implement ‘quick wins’ throughout using existing resources and skillsets. @lindzeiy @precedentcomms #precsem H O W T O B U I L D A D I G I T A L C U LT U R E
- 124. BUT WHAT DOES IT ALL MEAN? @lindzeiy @precedentcomms #precsem
- 127. @lindzeiy @precedentcomms #precsem BUILDYOURVISION: SIX GLOBAL TRENDS
- 130. MEANINGFUL IDEAS, INTELLIGENTLY DELIVERED. ” @lindzeiy @precedentcomms #precsem
- 131. @lindzeiy @precedentcomms #precsem DIGITAL STRATEGY WEBSITES, TABLET & MOBILE DIGITAL TRANSFORMATION PRECEDENT.COM
- 132. @lindzeiy @precedentcomms #precsem 26 YEARS +100 EXPERTS IN DESIGN, TECH, STRATEGY & UX 6 LOCATIONS PRECEDENT.COM
- 133. QUESTIONS & THANK YOU. @lindzeiy @precedentcomms #precsem
Editor's Notes
- The second conversation took place in 2002, a few months after our IPO. Laura, our bookkeeper, was bright, hardworking, and creative. She’d been very important to our early growth, having devised a system for accurately tracking movie rentals so that we could pay the correct royalties. But now, as a public company, we needed CPAs and other fully credentialed, deeply experienced accounting professionals—and Laura had only an associate’s degree from a community college. Despite her work ethic, her track record, and the fact that we all really liked her, her skills were no longer adequate. Some of us talked about jury-rigging a new role for her, but we decided that wouldn’t be right. We faced the latter challenge at Netflix in a fairly dramatic way as we began to shift from DVDs by mail to a streaming service. We had to store massive volumes of files in the cloud and figure out how huge numbers of people could reliably access them. (By some estimates, up to a third of peak residential internet traffic in the U.S. comes from customers streaming Netflix movies.) So we needed to find people deeply experienced with cloud services who worked for companies that operate on a giant scale—companies like Amazon, eBay, Google, and Facebook, which aren’t the easiest places to hire someone away from. Our compensation philosophy helped a lot. Most of its principles stem from ideals described earlier: Be honest, and treat people like adults. For instance, during my tenure Netflix didn’t pay performance bonuses, because we believed that they’re unnecessary if you hire the right people. If your employees are fully formed adults who put the company first, an annual bonus won’t make them work harder or smarter. We also believed in market-based pay and would tell employees that it was smart to interview with competitors when they had the chance, in order to get a good sense of the market rate for their talent. Many HR people dislike it when employees talk to recruiters, but I always told employees to take the call, ask how much, and send me the number—it’s valuable information. Even if you’ve hired people who want to perform well, you need to clearly communicate how the company makes money and what behaviors will drive its success. At Netflix, for instance, employees used to focus too heavily on subscriber growth, without much awareness that our expenses often ran ahead of it: We were spending huge amounts buying DVDs, setting up distribution centers, and ordering original programming, all before we’d collected a cent from our new subscribers. Our employees needed to learn that even though revenue was growing, managing expenses really mattered.
- 2008 where sales declined, stores were closing and the stock price was under 10$
- 2008 where sales declined, stores were closing and the stock price was under 10$
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.
- 700 customer surveys coming in a week. Waitrose’s sales rose 2.9%, a relatively strong performance in a market which expanded by just 1%. grocery prices overall fell by 2%. April last year, the retailer surpassed its £1bn online sales target over a rolling 52-week period, a year earlier than planned. Its click-and-collect business is going from strength to strength with more than a third of all online orders collected in John Lewis or Waitrose stores. Mobile now accounts for more than 40% of traffic to Johnlewis.com and traffic is up more than 115% year on year.
- 700 customer surveys coming in a week. Waitrose’s sales rose 2.9%, a relatively strong performance in a market which expanded by just 1%. grocery prices overall fell by 2%. April last year, the retailer surpassed its £1bn online sales target over a rolling 52-week period, a year earlier than planned. Its click-and-collect business is going from strength to strength with more than a third of all online orders collected in John Lewis or Waitrose stores. Mobile now accounts for more than 40% of traffic to Johnlewis.com and traffic is up more than 115% year on year.
- 700 customer surveys coming in a week.