I spoke to Australia’s top technology leaders at Adapt's #CIOEDGE event challenging them to review the focus of their current Agile Transformation initiatives and take a design-led approach to Business Digital Transformation.
12. Why do we subscribe to Spotify? Price or Personalisation?
13. Is the lauded “Spo!" Model” great at:
1) delivering internally focused
e#ciencies, or
2) responding to consumer needs fast and
con!nuously?
14. 20182009
REVENUES
NET INCOME/LOSS
5 259 m
-78 m
“Although Spotify
has been posting
solid revenue
growth over the
last three years,
the company has
remained loss-
making due to
high royalty and
operating costs.”
Forbes
22. Most AGILE initiatives are still mostly focused on to the cost side of
the Business Model Canvas.
23. Focus of TRANSFORMATION
Address IT Legacy & Complexity
Improve Delivery Model
Build the Foundation
Business Case = Cost Savings
Takes !me . . . But, can we a"ord to wait?
24. ACT I
A Long Time Ago in an Engine
Room Far Away . . .
THE AGILE ENGINEERING ERA
30. “Our goal should not be
productivity, but to design
and deploy a great
customer experience
quickly—again and again
over time.”
Jim Highsmith, Velocity is Killing
Agility, 2011
40. “We’re seeing increasing demand for
products to be delivered and scaled fast,
and this need for speed is crippling the
crea!v" of the design process.
The result is products being delivered to
market quickly (perhaps using respected
Agile processes), but that some!mes lack
simplic", elegance, personal" and—
ul!mately—cra#, all of which should be
significant selling points of design.”
FJORD Trends 2018. Design Outside the Lines.
48. “The number of vendors pitching
marke!ng technology, also called
martech, has exploded. There are
some 3,000 vendors today, their
ranks swelling anywhere from 300
to 500 annually. Most of them sell
directly to CMOs who, in "rn, are
more than willing to keep CIOs out
of the loop.”
CIO-to-CMO Trans#on of Power
Is Becoming a Real$ – CIO.com
2014
49. Fragmented Experiences due to:
• Silos in the enterprise.
• AdTech/Martech ecosystems.
• Proliferation of Products.
• New channels.
• “Velocity killing Agility”.
• Chasm between physical and
digital.
57. “One in four CIOs will expand their remit in 2019 and become
true owners of digital business and technology-led innovation,
leaving the rest relegated to trusted IT operators.”
Forrester Trends 2019
58. In Agile management, there is no such thing as
an “internal customer.” The only purpose of
work is the ultimate customer or end-user.
. . .
Satisfying so-called internal customers is
merely feeding the bureaucratic beast. It is a
pretend-version of Agile.
Steve Denning
61. Design leaders showed a:
32% higher revenue growth
&
56% higher growth of total
return to shareholders
The Business Value of Design Study by McKinsey.
62. .
Results hold true for both physical and digital products and services as well as
hybrids of the former two.
The Business Value of Design S!dy by McKinsey.
63. 1. MORE THAN A PRODUCT
The most successful companies merge the boundary
between products and services by integrating them into
united customer experience.
The Business Value of Design Study by McKinsey.
64. 2. MORE THAN A DEPARTMENT
Strong correlation between revenue growth and designer
engagement in all development stages.
The Business Value of Design S!dy by McKinsey.
65. 3. MORE THAN A PHASE
Good design practice is to do prototype testing together
with the potential users both in the early development
process as well as after the product launch.
The Business Value of Design S!dy by McKinsey.
77. INTERNET ERA ARTIFICIAL INTELLIGENCE ERA
“Adding Deep Learning to an internet company does not make an AI
company” – Andrew NG
• AB testing,
• Short cycle times,
• Pushing decision making to
engineers and product
managers.
• Building enterprise-wide
platforms,
• Unified data solutions,
• Organising data and
intelligence functions
horizontally.
78. “Data science isn’t woven into our cul!re;
it is our cul!re. We started with it at the
heart of the business, rather than adding it
to a trad"onal organiza#onal struc!re,
and built the company’s algorithms
around our clients and their needs.”
Katrina Lake
CEO - S!tch Fix
May 2018