Digital Business Transformation Guide

Sandy Kemsley ● www.column2.com ● @skemsley
Digital Business
Trends
Leveraging new technologies and
adopting new cultural norms to
survive the new world of business

Every business is facing
new challenges
Copyright Kemsley Design Ltd., 2016 2

Your competition is doing
what??!!

1M wifi-enabled Barbie dolls
can launch a DDoS attack

Your employees have
conflicting goals

You’re focusing on the
wrong things

Projects take too long

Every business needs to
step up their game

New business models

New products

New interaction methods

New users

New marketplaces

New levels of transparency

Are you keeping pace?
 Creating innovative and desirable
products
 Reducing transactional friction
 Adopting new technologies
 Attracting valuable customers
 Attracting skilled employees

What can you do about it?
 Understand the drivers:
 Technologies driving change
 Customer attitudes
 Employee attitudes
 Adapt and innovate:
 Apply new technologies
 Enable cultural changes

Technology drives change

Social and collaboration
 User-created content
 User-directed collaboration
 Emergent, rather than predefined,
structure and content
 Distributed co-creation

Mobile devices
 Always available
 Device-specific capabilities
 Phone
 Camera
 GPS
 NFC
 Unique form factor

Internet of things
 Instrumentation everywhere
 Smartphones/wearables
 Vehicles
 Medical/industrial devices
 Household appliances/toys
 Devices are process
participants
 Generate events
 Respond to triggers

Big data and analytics
 Sense and respond in near real time
 In-memory operational data stores
 Detect patterns
 Make predictions
 Proactive problem avoidance
 Sentiment analysis
 Next best action
 Gamification

Public cloud platforms
 External sharing and collaboration
 Elastic expansion/contraction
 Subscription pricing
 High availability

New technology, new risks
 Corporate network security
 Social engineering foils best-laid plans
 IoT device secuity
 Remember those Barbie dolls?
 Data toxicity
 Don’t collect it if you
don’t need it
 Purge what you can,
encrypt the rest

The changing customer

More informed, less loyal
 Always-on access to competitive
information
 Uses services from
multiple vendors to gain
price/quality advantage
 Willing to try new
vendors and products

Higher expectations
 User experience
 Problem resolution
 Price/performance
 Process transparency

Uncensored
 Customer
opinions on social
media and public
forums
 Your marketing is
no longer in
control of your
message
 Ignore at your
own peril

Customer retention
challenges
 Competition from smaller/nimbler
companies
 Showrooming/price comparison
 Inability to personalize customer
experience
 No benefit for loyalty

The changing nature of
work

Consumer software sets
expectations for business
 Consumption
 Participation and
collaboration
 Co-creation
 User experience
 Access anywhere,
on any device
30Copyright Kemsley Design Ltd., 2016

Information is everywhere
 Transparency of business and
personal information
 Rich informational context for
decision-making
 Analytics refine, predict and
recommend

The two faces of work
Routine work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge
work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts

From routine work to
knowledge work
 Goals shift from efficiency to problem-
solving
 Routine work automated
 Unpredictable, customer-facing work
often ad hoc and poorly supported

Challenges in enabling
knowledge workers
 Rigid processes
 No incentives for collaboration or
innovation
 Inability to personalize employee
experience

Tools for knowledge
workers

Case management
 Focus on knowledge work
 Goal-driven, not pre-defined processes
 Guided by rules and events
 Content (case folder) as central permanent
artifact
 Dynamically configurable to meet
worker’s needs
 Supports rather than controls

Case management features
 A combination of process, content, rules,
events, collaboration, analytics...
 Persistent case folder
 Pre-defined checklists for common tasks
 Guidance/guardrails via declarative rules
 Personalization for worker preferences
 Prediction and what-if scenarios
 Pre-built vertical applications

Case management
components
Customer
information
Ad hoc tasks &
collaboration
Predefined
processes
Events
Compliance
& rules
Analytics &
recommendations

Technology buzzword bingo
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
Decisions
Events
& IoT
Prediction

What knowledge workers
need
 Goal-driven work with a complete
view of customer
 Collaboration on demand
 Remote work
 Pre-emptive problem resolution

Goal-driven work
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
Decisions Events & IoT Prediction
 Rich customer context
 Create activities and
flows dynamically
 Delegate routine tasks
to automation
 Detect patterns for
process improvement
 Use case: claims
management

Collaboration on demand
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Social in the flow of
work
 Cross-silo collaboration
to fuel innovation
 In-network experts or
recommendations
 Include remote and
external participants
 Use case: co-design

Remote workers
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Collect information
remotely on mobile
devices
 Work from anywhere
 Use cases: industrial
inspections; claims
adjusters; outpatient
healthcare

Pre-emptive problem
resolution
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Event detection and
correlation
 Predictive analytics
and alerts
 Automated problem
avoidance
 Use case:
transportation
logistics

Process tools for knowledge
work
 Intelligent processes
 Contextual information
 Analytics
 Decisioning and automation
 Recommendations
 Flexible, adaptive processes
 Internal and external collaboration

Data and analytics for
knowledge work
 Activity streams and event processing
 Real-time response to processes in
flight
 Predictive analytics to fix the problem
before it’s a problem

Employee experience for
knowledge work
 Personalized for individual work
patterns
 Integrated user experience
 Automate all possible tasks to allow
focus on knowledge work
 Fit-to-purpose devices

Knowledge Work Works
Best When It’s Social
Social Feature Enterprise Benefits
Collaboration Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making
User-created
content
Use and capture tacit knowledge
= Improved processes
Transparency Provide context for work
= Improved problem-solving

Managing work in a
customer-led world
 Align employee incentives with team
and company objectives
 Avoid piece-work mentality
 Reward problem solving
 Encourage collaboration

Creating a digital business

Changing business models
 Customer-centric/customer-inclusive
 Reinvent how business is done
 Innovate products

Classic business metrics
Metric Enabled by
Cost cutting Automation
Removing geographic constraints
Process reengineering
Compliance Policy enforcement
Reporting
Agility Model-driven design
Lightweight development methods
Rules integration

Shift happens

New business metrics
Metric Enabled by
Customer
experience
Mobile/social/cloud
Event-driven processes
Revenue
generation
Mobile/social/cloud
Gamification
Business
innovation
Mobile/social/cloud
Big data
Internet of things

Transform customer
experience: link social
presence to core process
 Changes the customer relationship
 Extends the ends of the process
 Increases external collaboration
 Forces operational transparency

Transform constituent
engagement in government
processes

Boost revenue: reduce
friction, add gamification

Innovate business models:
create a new market segment

Customer experience
 Omni-channel
 Always on
 Self service to full service
 Personalized with customer’s context

Think “outside the firewall”
 Model the customer as part of the
process
 Link external/social information to
core business processes
 Support customer devices of choice

Build for change
 Bimodal IT
 “Fast” IT for systems of engagement
 “Slow” IT for systems of record
 Low-code tools for citizen developers
 BPM system as app dev platform
 Agile methodology

Summary
 The changing business landscape
 The technologies driving change
 Changing customer behaviour
 Changing nature of work
 Dealing with change
 Creating new business models
 Leveraging emerging technologies

Questions
Sandy Kemsley
sandy@kemsleydesign.com
www.column2.com
@skemsley

Digital Business Transformation Guide

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (17)

Similar to Digital Business Transformation Guide

Similar to Digital Business Transformation Guide (20)

More from Sandy Kemsley

More from Sandy Kemsley (14)

Recently uploaded

Recently uploaded (20)

Digital Business Transformation Guide