2. Together, we can each fast forward to a successful digital
transformation.
—— Dr. Howard Liang
Chairman of the Open ROADS Community
*ROADS stands for Real-time, On-demand, All-online, Do-It-Yourself, and Social.
3. The Open ROADS Community is initiated by Huawei, and brings together leading voices from across
industries to answer the questions posed by the transformation to digital business.
Experience Driven Digital Transformation
4. Over the past 18 months, the Open ROADS Community has brought together leaders from many indus-
tries to jointly develop and share best practices in digital transformation. Applying novel business models
and methodologies, we have together created new transformation solutions ideally suited to our Com-
munity’s needs.
The Digital Mastermind Playbook is one of the best examples - it is an introduction to the collection of
actions and strategies leaders need to ensure their digital transformation initiative is successful . It isn’t
a script, or a to-do list; think of it as a series of ‘plays’ that you can coach your team through various
stages of transformation. We hope you will find it interesting and, above all, useful. We will continue to
refine this playbook through continued practical application, so if you have comments (or better ideas!),
please do let us know.
——Trevor Cheung
Chief Operating Officer, Open ROADS Community
5. Let’s start the journey
Have you…
…articulated your Digital Transformation vision and ambition?
... painted a clear picture of where you stand today and what the opportunities are?
... identified the value streams that will form your continuous transformation roadmap?
... defined what success looks like and how your organization is tracking?
6. Prof. Mark Skilton Digital Mastermind is trying to bring together the mastery of
best practices from different industries into one cohesive
model. How to combine new technologies? How to become
future ready? Digital Mastermind gives you that.
Professor of Practice
Information Systems Management
and Innovation,
Warwick Business School
7. D I G I T A L M A S T E R M I N D
Vision and Ambition
Digital Operations Realisation
Design Thinking
Maturity Gaps
Open Digital Maturity Model
Empathy Opportunities
Key Results
Balanced Digital Scorecard
Transformation Framework
Value Streams
ROADS Principle Architecture Thinking
Agile Methodology
Next Generation Enterprise Model
Business Model Canvas
Business Motivation Model
a b
8. Vision and Ambition
Knowledgeof
YourEndCustomer
Business Ambition
Brand Ambition
Digital Operations Realisation
CustomersEmployees
and Channels
Design Thinking
•
•
•
Maturity Gaps
Open Digital Maturity Model
•
•
•
•
•
•
Empathy Opportunities
ROADS Principle Architecture Thinking
Agile Methodology
Key Results
Digital Capabilities
Legacy Capabilities
Value Stream
MODULAR PRODUCERSUPPLIER
ECOSYSTEM DRIVER
ImproveBrandValue
Analyze and synthesise observations and information
Frame the transformation problem statements
Design customer and employee journeys
Identify pain points and moments of truth
Strategic Dynamism
Digital Culture, Talent and Skills
Optimal Customer Experience
Data Centricity
Service Innovation and Optimised Delivery
Digital Technology Leadership
OptimiseChannel&Employee
Performance
Better Customer Experience
Better Employee Experience
New Products & Services
New Business Models
Faster Time to Market
Greater Profitability
Business Design
OMNI-CHANNEL
Where do you want to be, what is the value you
want to create, and what does your brand and
business ambition allow you to achieve without
overstretch.
Multi-mode
Operating
Models
Enterprise and
Ecosystem
Next Generation Enterprise Model
Business Model Canvas
Business Motivation Model
Combine legacy and digital capabilities with
the ROADS Principles to identify and prioritise
the value streams, supporting capabilities and
workstreams, that will make up your
continuous transformation roadmap.
Using digital transformation, how far can
you credibly stretch your vision with your
brand ambition.
Does your brand ambition support your
vision credibly without overstretching your
brand promise.
Define meaningful and actionable problem statements that
need to be prioritised and solved.
Improve Customer Experience
•
•
•
•
•
•
•
Where are you today, and what maturity levels are
necessary (for your chosen model)?
Balanced Digital Scorecard
9. Which segment are you in now?
During our London meeting, our members completed a short survey. 52% of companies said they were in an
Omni-channel player role now. Only a few of them recognized themselves as “Ecosystem Driver”.
Source: Open ROADS Community London Meeting, November 2016. (Survey sample of 62 senior executives)
Where will your company be in the next two to three years?
10. KnowledgeofYourEndCustomer
Know:Identity,purchasehistorywithyour
company&otherfirms,andconsumergoals
Business Design
MODULAR PRODUCER
PartialComplete
Value Chain
Who controls key decisions like brand, contracts, price, quality,
participants, IP & data ownership, regulation
Ecosystem
‘Own’ customer relationship
Create muti product customer experience to address
life events
Customer chooses channels
Integrated value chain
Sell through other enterprises
Potential for loss of power
Core skills: low cost producer, incremental innovation
Plug and play product / service
Able to adapt to any ecosystem
Constant innovation of product/service
ECOSYSTEM DRIVER
SUPPLIER
OMNl-CHANNEL
Using the MIT Sloan Next Generation Enterprise model, companies can establish an aspiration, in the
context of what the business and brand ambition allows, and from their current starting point.
Become the destination in your space
Add complementary and possibly competitor products
Ensure great customer experience
Customer data from all interactions
Match customer needs with providers
Extract ‘rents’
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
Vision and Ambition
11. Jerry Smith For digital transformation to be successful, the business
ambition must fully manifest itself in both the brand as
well as the transformed operational capabilities of the
enterprise.
COO,
Ogilvy Asia Pacific
12. Employees and
Channels
Customers
Brand and customer equity is built
by connecting the enterprise to the
customer through transformed
employee, sales and delivery
channels; ensuring superior
customer experiences.
Enterprise & Ecosystem
performanc
Usedigitaltoenhance
thecapability
and
annel&Em
eofyour
OptimiseCh
development,salesanddeliverychannels
ployeePerformance
Usedandand
engthen
igitaltostr
veengage
impro
yourbr
BrandValue
ment
ImproveBrandValue
Improve Customers Experience
Use digital to drive your operational effectiveness
to ensure your brand promise is met
Your Digital Strategy
13. Saiful Hidayat · Benchmark across industries
· Adopts open source principles
· Best practice from industry organizations and institutions
· Quality management through accreditation
· Future-looking framework and metrics
Group Transformation
Project Director,
Telkom Indonesia
Why ODMM is right for Telkom Indonesia ?
14. Digital Vision
Business Agility
Finance and
Investment Model
V2R9 08/2017
The Open Digital Maturity Model uses a collection of best-in-class indicators identified by industry leaders within the
Open ROADS Community.
Using specific key performance indicators across six key organizational dimensions, the model defines the shape of
your current digital business capabilities, and identifies maturity gaps.
Maturity Gaps
Strategic
Dynamism
Digital Culture,
Talent and Skills
Data
Centricity
Service Innovation
and
Optimised Delivery
Technology
Leadership
Digital
Open Digital Maturity Model
Customer
Experience
Optimal
Team Agility
Mindset,
Learning and
Development
Digital Workplace
Customer
Centricity
Experience
Governance
Brand Vigilance
Data Strategy &
Governance
Data
Valorisation
Data
Exploitation
Service
Innovation
Optimised
Delivery
Digital
Foundational
Technology
Digital Technology
Operations
Digital
Technology
Adoption &
Governance
15. Steve Jobs Design is not just what it looks like or feels like,
design is how it works.
Former CEO of Apple
16. Empathy Opportunities
Design Thinking
Define meaningful and actionable problem
statements that need to be prioritised and
solved.
Analyze and synthesise
observations and information
Frame the transformation
problem statements
Design customer and employee
journeys
Identify pain points and moments of
truth
17. (Amazon CEO Jeff) Bezos saw business architecture as a
strategic variable, not a given.
BORGES' MAP
Navigating a World of Digital Disruption
Philip Evans and Patrick Forth
Boston Consulting Group
(http://digitaldisrupt.bcgperspectives.com)
18. Receive Insight or
Suggestion for Planning
Understand the
Root Cause
Digital Operations Realisation
ROADS Principle Architecture Thinking - Example of Customer Service Operations
Customer Journey
Value Stream 1: Proactive Problem Resolution
Issue Resolved
before Taking
Further Actions
Receive Alarm
Use Unified Portal to
Monitor Performance
and Usage of All Products
Value Stream 2
CMO Trigger
Service Monitor
and Visualisation
Service Problem
Analysis
Customer Notification
Management
Customer Problem
Correction and
Recovery
Maturity Gaps
Business Capabilities
Value Goal
Reduce Propensity to Call (Complaint)
CTO / Head of Engineering Trigger
Value Goal
Up/Cross Sell
Employee Journey
Real-time On-demand Do-It-Yourself SocialAll-online
Customer Moment："Intelligent Monitor + Alert"
ROADS Experience Enablement
Proactive &
Personalized
Recommendation
19. From The Open GroupFrom Scrum Alliance
Agile Methodology
Is a way of work which
allows product creators
to easily adjust to user
needs by an iterative and
incremental approach.
Business Capability
Ability to orchestrate
information, applications,
technology and people
to perform a specific
function.
From The Open Group
Value Stream
A sequence of activities
an enterprise undertakes
to deliver on a customer
request.
From The Open Group
20. Capabilities
a
Value Stream
Prioritise and Synchronise Capabilities into
required Value Streams
Step 2Step 2
Capabilities Capabilities
a b c
d e f
l ih h
a b c
d e k
g m
Step 1a
Rank Capabilities according to Maturity Gaps Define customer / employee journeys and
enabling capabilities with Design Thinking
Step 1b
Digital Operations
Realisation
Agile Methodology Customer & Employee Journey
21. The Digital Mastermind Delivers Four Key Benefits
Treats enterprise vision and ambition as
the overarching reference to bring about
the value the enterprise requires.
1 Prioritizes opportunities in precise
financial terms to enable well-informed
investment decisions with clear
accountability.
3
Fully embraces the Customer Journey
design to ensure that the ROADS experi-
ence is delivered .
2 Tightly interconnects the Employee
Journey to the Customer Journey to
maximize internal and external
engagement.
4
22. Key Results
Better Customer Experience
Better Employee Experience
New Products & Services
New Business Models
Faster Time to Market
Greater Profitability
Success. Measured.
Executing any of these strategies involves
embarking on a number of empathy
exercises, maturity assessments and
capability synchronization.
Of course, this Playbook doesn’t spell out
each of them.
If you have decided it is time to put your
digital transformation plan into action, you
can contact us for more information and
suggestions for your next steps.
23. The Open ROADS Community would like to
thanks the following individuals for their support
in the development of the Digital Mastermind
framework:
Additionally, the Community would like to
recognize the participation of the following
member organizations:
Jerry Smith, Ogilvy
Jonathan Hopkinson, Huawei
Peter Lam, Hong Kong Telecom
Saiful Hidayat, Telkom Indonesia
Tony Chen, Huawei
British Telecom
Deutsche Telekom
Etisalat
Hong Kong Telecom
Huawei
Ogilvy
Orange
STL
Telefonica
Telkom Indonesia
Warwick Business School
First Edition(2017.09) | Chief Editor: Delia Deng | Editor: Angela Chou, Chloe Wong , Daisy Huang, Shelin Mei
