apidays LIVE Singapore 2022: Digitising at scale with APIs April 20 & 21, 2022 There is no such thing as digital transformation (and why that matters) Dr Dennis Khoo, Digital Transformation Expert at allDigitalfuture, Author of the bestselling book, "Driving Digital Transformation: Lessons from building the first ASEAN Digital Bank" ------------ Check out our conferences at https://www.apidays.global/ Do you want to sponsor or talk at one of our conferences? https://apidays.typeform.com/to/ILJeAaV8 Learn more on APIscene, the global media made by the community for the community: https://www.apiscene.io Explore the API ecosystem with the API Landscape: https://apilandscape.apiscene.io/ Deep dive into the API industry with our reports: https://www.apidays.global/industry-reports/ Subscribe to our global newsletter: https://apidays.typeform.com/to/i1MPEW

1. Dr Dennis Khoo
Bestselling author: Driving Digital
Transformation: Lessons from Building the
First ASEAN Digital Bank
There is no such thing
as Digital transformation
(and why that matters)

2. 2022 SERIES OF EVENTS
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MARCH
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DECEMBER
(HYBRID)
London
OCTOBER
(HYBRID)
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AUGUST
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JUNE (VIRTUAL)
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MAY
(VIRTUAL)
APRIL (VIRTUAL)
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JUNE
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3. 3
Cambridge Dictionary definition
transformation
noun [ C or U ]
UK/ˌtræns.fəˈmeɪ.ʃən/ US /ˌtræns.fɚˈmeɪ.ʃən/
a complete change in the appearance or character of
something or someone, especially so that that thing
or person is improved:
• Local people have mixed feelings about the planned transformation
of their town into a regional capital.
• I'd never seen Jose in a tuxedo before - it was quite a transformation.
© Copyright of allDigitalFuture LLP

4. 4

5. 5
No such thing as digital transformation
digital transformation
noun [ C or U ]
UK/ˌ/ˈdɪdʒ.ɪ.təl/træns.fəˈmeɪ.ʃən/ US /ˈdɪdʒ.ɪ.təl//træns.fɚˈmeɪ.ʃən/
1. there is no such thing as you can’t just transform digitally
2. the transformation of a business to improve experience at lower and
lower costs; leveraging process, people, information technology,
data, new ways of working, etc
3. just another way to sell you more hardware and software you don’t
need
© Copyright of allDigitalFuture LLP
digital transformation
noun [ C or U ]
UK/ˌ/ˈdɪdʒ.ɪ.təl/træns.fəˈmeɪ.ʃən/ US /ˈdɪdʒ.ɪ.təl//træns.fɚˈmeɪ.ʃən/
1. there is no such thing as you can’t just transform digitally
2. the transformation of a business to improve experience at
lower and lower costs; leveraging process, people, information
technology, data, new ways of working, etc
3. just another way to sell you more hardware and software you don’t
need

6. Backend Transformation
Company-wide Transformation
Front-end Transformation
• Better Decisions
• Replace Humans
Data-Driven Decisions
Core
Business
Systems
• Replace Human Action
Robotics
• Deliver & Track Goods
Logistics
• Supply-Chain Management
Intermediate or Raw material
supply chain
• Create Physical Goods
Manufacturing
• Personalise
• Proactive anticipation
• Influence Decisions
Engage Online
• Customer Purchase & Pay
Selling Online
• Resolve problems online
• Enable staff
Service Online
Transformations are very complex
© Copyright of allDigitalfuture LLP 6

7. Why is transformation so complex today?
© Copyright of allDigitalfuture LLP
Level 2 What? (next level)
Establish
full
lineage
at
creation
Single
source
of
truth
-
no
duplication
of
data
Governed
by
top
management
Centralised
creation,
description
&
maintenance
LEVEL 3 HOW?
Data
lifecycle
management
&
monitoring
tools
Contextual
information
always
preserved
across
channels
Well-defined
data
dictionary
with
descriptor
fields
Catalogue
&
business
rule
library
Change
control
&
auditability
Data
quality
rules
overcome
missing
or
poor
quality
data
Framework,
policies,
SOPs
Definition
conflict
resolution
process
&
tools
Level 1 Why
Data is the new Gold
Manage data
as a
strategic resource
/What?
7

8. © Copyright of allDigitalFuture LLP
Almost all research on digital transformations show that the vast majority don’t achieve their intended objectives.
and hence most digital transformations fail
• Everest Group: 73%
of companies declined
to provide any
business value from
their digital
transformation process
• BCG research: 70%
of digital
transformations fall
short of their
objectives.
• Harvey Nash/KPMG
CIO Survey: Only
18% of companies
rate their use of digital
technology as “very
effective.”
• Bain research: Only
5% of Digital
Transformations
achieved or exceeded
expectations.
• Celonis: Almost one
in two don’t know
where to start, with
four out of 10
confirming that their
transformation has
been a waste of time.
Source: BCG
8

9. How can you succeed in a complex world?
Focus on the problem, not the solution
Instead of thinking about ”what are the problems to be solved", people immediately jump into the frameworks, tools,
and solutions.
Learn the right way to manage complexity
Ignoring the interactions, linkages and interfaces between the customer, business, capabilities and
people & leadership dimensions, and thus unable to grasp and manage the resulting complexity.
Ensure its desirable, viable and feasible
Forgetting to rigorously determine and align customer needs and demand, economic implications and
implementation feasibility.
Design & Process are as important vs Tech
Make the erroneous assumption that digital transformation is a tech issue, instead, it is the institutional or organization-
wide issues that need to be resolved.
more
© Copyright of allDigitalfuture LLP
Find the right combination of internal and external talent
Inability to resolve the people and leadership issues that are needed to attract, lead, motivate, inspire and retain the talent, both within
the industry and new to industry.
9

10. Focus on the problem, not the solution
© Copyright of allDigitalFuture LLP
Criteria Start with the Problem Start with the Solution
Starts With With an issue, e.g. why don't people invest more? With an idea, e.g. let's make everyone invest online
Characteristic It's a real problem perhaps with no solution yet It's potentially new solution perhaps with no problem yet
Unknown Do enough people have this problem? Do enough people need this solution?
Limitation
Could lead to over empathising with the customer,
and getting boxed in or incremental improvement
Could lead to exponential breakthrough but also the risk that
the solution doesn't solve a problem anyone will pay for
1947 1954 1971
1958
10

11. Know the problem better than your customer
© Copyright of allDigitalfuture LLP
Segment
Gaps
Insights
Customer Dimension
Output – Customer Value Proposition
What
is the problem?
Why How
does it exist? to fix it?
Experience
Process
11

12. Learn the right way to manage complexity
C
B
C
P
Business Model
Business Dimension
6. Differentiation
7. Path to Profit
8. Scaling
9. Core Competence Gap
Enablers
Capabilities Dimension
10. Design
11. Methodologies
12. Data
13. Information Technology
14. Ecosystems
15. New Disciplines
Enablers
People & Leadership
Dimension
16. Culture-Values
17. Leadership
18. Talent Gap
19. Structure
Separate
& Distinct
Customer Dimension
1. Segment
2. Gaps
3. Insights
4. Experience
5. Process
Customer Value Proposition
yet,
Interconnected
with complex
circular loops
must be managed
holistically
© Copyright of allDigitalfuture LLP 12

13. Desirable
(Customer wants it & willing to pay)
Feasible
(High probability of successful
execution)
Viable
(Will make profit at some stage,
aligned with risk appetite)
Iridium
Motorola
Segway
Fire Phone
Amazon
QuickTake
CameraApple
Galaxy Z Fold 1
Samsung
Edsel
Ford
Place the Segway within the 3 circles you see.
Ensure it’s Desirable, Viable & Feasible
© Copyright of allDigitalfuture LLP 13

14. Desirable
Feasible
Viable
• Costs more than $100M in R&D
• Weighed 100 pounds
• Priced at $5000 at launch
• Didn’t have eco-system support
• Expected to sell 10,000 units
per week
• Only ever sold 140,000 units
• In 2010, Jimi Heselden, owner
of the company, lost control of
his Segway and fell off a cliff
and died
Example: The Segway
© Copyright of allDigitalfuture LLP 14

15. Answer: Desirable, Viable & Feasible
Desirable
Feasible
Viable
Iridium
Motorola
Segway
Fire
Phone
Amazon
QuickTake
Camera
Apple
Galaxy
Fold 1
Samsung
Edsel
Ford
Post-It
3M
Where would you put this
famous invention?
© Copyright of allDigitalfuture LLP 15

16. Design & Process more important vs just Tech
Architect Engineer Builder
Ideas ->
insights
Designer
Observations
-> insights
Design
considerations
Business
feasibility
Product, service & operating
model development
Process
Journey/
data
mapping
Journey/UX/UI
development
App/web
UX/UI
Product, service
& biz model
requirements
Stories
Technology
Agile
development
Tech
requirements
Software
development
Standups
Demo
© Copyright of allDigitalfuture LLP 16

17. Where is process even more important?
Singular
Performance
Impact
Ease of adoption & use by customer
Breakthrough
• Uber
• Netflix
• AirBnB
• LED Lightbulb
• Robot Vacuum (Roomba)
Experience-Led
• Digital Banks
• Apple iMac
• South-West Airlines
• Peloton Bike
• KitchenAid Smart Oven+
Small
Large
(Speed,
Cost,
Enjoyment,
Duration,
Quality,
etc.
over
Price)
Less Difficult More Difficult
(Learning Curve, migration requirement, no of steps, installation ease etc. over Time)
Transformational (Both)
• iPhone 2G
• Furniture Flat-pack (Ikea)
• Electric Car (Tesla)
• Virtual Reality (Oculus)
• Robotics (Moxi)
Insufficient Value
Make Sure you aren’t in
this quadrant
© Copyright of allDigitalfuture LLP 17

18. 18
Best practices in design, process & tech
Process: Where can you change your process to fit the solution?
Customizing creates a lot of extra code to manage and makes upgrades harder. So, ask yourself where can out-of-the-box work first.
Process: It’s the business process that delivers the experience
Technology enables the process to be faster, better and less costly, but it’s the process that delivers the experience, not technology
Design: Pay attention to what is important and irreversible
Some choices are more important than others. Understand what’s irreversible and crucial. Think it through, don’t pivot.
Design: Knowing what customers want is good. Why they want it, is gold.
Insights come from understanding why, not what. Without insights, the chance of breakthrough experience is very low.
Tech: Flexibility is important.
Once you automate something, it can no longer be easily changed, as it could when it was pen and paper.
Tech: Modularity and low-code is key to lower cost of ownership
Modularity shields the impact of code changes resulting in lower, and configurability results in low-code and hence less costs.
© Copyright of allDigitalfuture LLP

19. Driving Digital Transformation articulates the future of banking
and what banks must do to survive in the clearest, most
compelling and thought-provoking way that I have come across.
David Sosna, CEO, Personetics
If you are on a journey of creating a #digital enterprise, this is a
best-in-class ‘cookbook’ – full of real experiences, useful
frameworks, and deep thinking about the processes from A to Z.
Thank you, Dennis, for making this great material accessible to
all!
Gabriel Lazaro
SVP, Head of Digital, Chubb International
Dennis takes the reader on the exciting journey of digital
transformation, from the perspective of a business leader and
practitioner in the complex operating environment of financial
services in Asia. Filled with strategic insights as well as practical
tips, this book is a must-read for executives in any industry.
Andrew Chia
CEO, Standard Chartered Indonesia
With an insider’s view, Dennis Khoo shares key decisions made –
in business model, design, technology, culture, and
organisational process – with lessons that are applicable for any
traditional business pursuing digital transformation.
David Rogers
Author of The Digital Transformation Playbook Faculty at
Columbia Business School
Where
to
find
out
more?
Available
at
Amazon,
Google
books
and
allDigitalfuture.com
19

20. • ”The allDigitalFuture Playbook” (taP)
significantly raises your probability of
success in digital transformation
• 372 pages of transformation content in
full colour, carefully put together in a
unique and holistic approach
• Conceived, design and taught by
practitioners who have real-world
experience with complex
transformations
• Contains 66 hands-on exercises to
ensure you learn by doing
• Contains relevant case studies that drive
home the key learning points
• Helps to establish a common method
and framework throughout your
enterprise or transformation unit to
prevent miscommunication and chaos
• Integrates everything you need to know
and do into a concise approach, easily
saving you time and money
• taP is a map of all the considerations you
need to think through, and how these
considerations interact and affect one
another.
Highlights
• taP comes integrated with the
desirable, viable and feasible idea-to-
innovation criteria, so that one
approach is all you need
• Unlike other programs, taP focuses on
“How to design and execute” so that
your probability of success is highest,
rather than Why you should transform
or What you need to do
• taP provides a method to manage
complex transformations that ensures
repeatability but also leverages a
case-based approach that is tailored
to your specific situation
• taP is positioned at the sweet spot
between training and consulting,
allowing for skills transfer so that
clients can become more self-reliant,
yet at the same time, like consulting, it
can be tailored to your specific use
case and situation
• taP is flexible in that you can
implement taP in totality from the start
to ensure a common language and
approach that can save you a lot of
time and resource later, or if you are at
a late stage, take the taP self-
diagnosis and focus on your hotspots
Application Authors
Dr Dennis Khoo
Digital transformation expert and
bestselling author of Driving Digital
Transformation. Senior business
executive with experience running
billion-dollar businesses
Jung Kiu Choi
Digital business leader, author and
speaker in innovation, with proven track
record in consulting, banking and digital
business leadership
The allDigitalFuture Playbook
20
A
step-by-step
guide
Available
at
Amazon.sg
and
alldigitalfuture.com