Digital Transformation Scotland 2016

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Mark Stephen
BBC Scotland

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Competition
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Leadership, accredited by The University of Aberdeen
(20 CPD credits)
•All you have to do is complete the Conference feedback
survey
•… and tell us:
What’s the most important thing you’ve learned today

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Peter Proud
Cortex
@peter_proud

Being an Effective Organization
Proliferation of Agencies
Global organisations can have 200 agencies working across brands, markets and
disciplines. Each one is a stovepipe of knowledge learning and insight.
Joining up Across Regions, Countries and Markets
Different markets with different cultures are at different stages of maturity. How
do you make sure that they are optimised and learning is shared appropriately.
Efficiencies in the Advertising Media Supply Chain
Opportunities exist to improve the process and the supply chain for the planning
and distribution of worldwide messages.
Left Brain Meets Right Brain
The new marketer must appreciate how to use analytic and data to generate the
right creative for each consumer. This means technology and marketing working
together.
Two Major Industry Issues

Reaching the Consumer
Declining media effectiveness from increasing number of
channels
Cost Efficiency of advertising in a single media has declines significantly in the last
10 years.
Customer Expectations are High
Consumers expect to create and consume content when, where and how they
want.
Customers do not differentiate between channels
I want the experience on my mobile to be the same as on the web and I want the
advertising I see to be consistent.
You can’t control the consumer
They influence your brand on their social media sites, they instigate viral
campaigns and they talk about you behind your back without any accountability.
Two Major Industry Issues

• Cloud based solution with managed services
• Multi-tenancy, built into the core
• Fast, inexpensive site development and
maintenance
• Multi-Channel, Multi-Lingual, and Localized – Easily
and Integrated
• SEO integrated into the heart of the platform
• Put Analytics at the heart of everything you do

Cloud based solution with managed services
– Sites will be spun up in the matter of minutes, not days
– Easily access additional resources when needed; only pay for what you need when you need it
Multi-tenancy, built into the core
– Each site is isolated and controlled individually; upgrades and performance of one site do not impact others
– Easily access common data across all of your sites, campaigns, etc.
– Common dashboards to see end to end transactions across all sites
Fast, inexpensive site development and maintenance
– Low development cost point – competitive with local development agencies
– Ability to deliver an end-to-end site experience in weeks not months
– Development skills readily available and inexpensive – SDK based on the standard .NET framework
– Platform adheres to industry standards and require very little custom development
– Self service platform – standard business and technical processes can be serviced by the team running the site with
limited requests to operations teams
Multi-Channel, Multi-Lingual, and Localized – Easily and Integrated
– Platform compliant with HTML5 standards for easy multi-channel deployment
– Enables build-once/use-everywhere deployment to all form factors and channels, including social and search
– New localizations deliverable in days, not weeks, across all channels (lower cost, faster time to market)
– Language selection auto-detected (by country + language) or user-selected
– Streaming video support
SEO integrated into the heart of the platform
– Enables automatic indexing for search engines
– Pushes organic search rankings to the top of all search engines
Put Analytics at the heart of everything you do
– Measure everything and make it easily accessible

• The only constant is change
- Be adaptive and ahead of the consumer
• Data has to be at the heart of everything you do
• Test everything
• Maths always out performs the creative
- Let the data decide optimum look feel of the pages
• Structured freedom is key
• Be where your audience is on the devices they use
• Less is more when using small devices and slow data links
• IT and Marketing have to become best friends
• Develop global strategies and deliver locally
• Tell consistent story across all channels
• Have a development environment that builds once and is used
everywhere
- Break down the silos and focus on being multi channel
Guiding Principles for Digital Transformation at Scale

Microsoft Education Transformation
• To share some Perspective of the Microsoft transformation
• In the last 60 days we
• Translated and reviewed more than 750,000 words in
24 languages
• Implemented a new Service Desk EDULOC Web
Request tool
• Resolved more than 176 web requests in 2 weeks
• Answered countless EDULOC emails
• Launched 33 localized sites globally ahead of schedule
for January 30 deadline
• Provided a globally aligned and consistent web
experience

Microsoft Education
Site Performance January 2016
These efforts have resulted in solid
improvement in site performance
- 1,104.710 Visits
- 934,722 Visitors
- 15% growth in visits month over month
- 12 minute average duration on site

#digiscot
Stephen Ingledew
& Mark Dixon
Standard Life
@standardlifeplc

Chief Marketing Officer
and
Chief Technology Officer
just got married
Stephen Ingledew
Managing Director, Marketing
Mark Dixon
February 2016

1976
Supercomputer
Cray-1
5.5 tons
$8,800,000
[$35,000,000 today]
Free Leather
Padded Seats
2014
Supercomputer
iPhone 6
129 grams
$649
No Seats…
but ~1,000x Faster

Marriage made from a Revolution
Social Revolution
Savings Revolution

CMO & CTO
just got married
Digital our matrimonial home
Data our marriage language
Living together – in marital harmony

Creative marketers
Collaboration and
Innovation is key
Technical analysts
The marriage of two different skill-sets – Modern day marketing

Marketing and Technology – Marriage Powers Engagement

Customer website Customer Secure Dashboard
Mobile
Customer Community

Co Creation
Marketing and Technology – The home for engagement

CMO & CTO
just got married

Meeting customer needs through insight and analytics
“We need to know the customer so well that the product fits them and sells itself”
Margaret
and John
Patricia
Michael
Paul
and Julie
Sanjay
Claire
Jonathan
Andrew
and Geeta

Data our marriage
language
Data sits at the
core of the
organisation,
driving effective
decision-making,
enterprise-wide

2.Optimise
Impacts
3. Plan & Track
in Real time
1. Analyse
Effects
CMO and CTO get married
Real time customer analytics to support better commercial decision making
Complexity
Business Value

CMO & CTO
just got married

We made some cross functional love…
FINANCE MARKETING IT AGILE+ + =
Living together
(SHARED VISION, SHARED GOALS, SHARED SPACE)

Living together – New ways of working

Living Living together – Working with Partners

Measuring our marriage success
Brand
Awareness
Customer
Footfall
Online Visits
Customers
Contact
Contact Details
Customers
Takings
On-Line Revenues
Customers
Experience
NPS
Ease
Customer
Value
New products opened
Average customer value

Scalability powered by technology
Engaging
communicationsAutomation

Introducing 56°
• Marketing communications
consultancy
• Bespoke campaigns to satisfy
client needs
• Team of communications specialists
with expert knowledge
• Supported by a flexible resource pool

Chief Marketing Officer
and
just got married
Stephen Ingledew
Managing Director, Marketing
February 2016

#digiscot
Sean Cornwell
Travelex
@seancornwell

The Transformation to Digital
@seancornwell - CDO

22
of the world’s top 35
airports work with us
Who We Are
We are the category leader in innovation with multiple firsts including
multi-currency pre-paid cards, automated cash processing solutions and
foreign currency ATM’s.
55
70
Transactions per
second
1500+
Stores
80+
Currencies
28
Countries
100+
Airports
37m
Transactions
1.7 billion
passengers pass through
our stores
1200+
ATM Locations

56
‘Digital’ Strategy: Clear Principles and Aims
• Focus on long-term enterprise value creation. Short-term
revenue/ EBITDA potential not a priority
• Aggressively pursue potential growth opportunities across
the Spend / Send segments around FX
• Willing to be disruptive and innovative in our approach
and with business models
• Aim to build large user-bases of customers using our
products
• Invest in range of different areas and initiatives. Some
won’t work, and that’s OK

57
2014 2015 2016 2017 2018 2019
 Digital Marketing
 CRM
 Mobile Skills
 Design, UI/UX
 Dev & Engineering
 Product Management
 Data Science & Analytics
 R&D
 Supercard
 Mobile Apps
 Payment Platform
 Customer ID s
 E-Cards/WalletsBuild New
Products
eCommerce
Build Out Capabilities
Reduction in ‘share’ coming
from “core FX”
“core FX”
only
Cultural change & ‘digital transformation’ of business over time
Launch
Transformation
initiatives
 Future customer journeys/
channel strategy
 Single view of customer
 Org renewal
 Process digitisation
 Brand Strategy Refresh
The Story We Tell Internally

58
Key Principles – Separate Yet Integrated
• Emphasise the long-game while racking up the ‘quick
wins’
• Talk about speed, agile, failure, new capabilities, ways of
working and collaboration like it’s going out of fashion
• Avoid the ‘cool kids in the corner’ syndrome
• Be humble
• Communicate, communicate, communicate
• It’s both horizontal and vertical

59
Internal Education and Engagement are Critical

60
What We Have Achieved So Far…
• Built out key capabilities and talent
• Accelerated growth of our core
• Adopted portfolio approach to new products, two successful launches
and got organisation aligned behind roadmap
• Launched the most disruptive & successful play in international spend
and cards
• Adopted two tier, two speed IT Infrastructure
• Reorganised the business merging online and offline products,
marketing & P&Ls
• Started to really change the culture:
• Broken Windows: Dress, Office, Macs, Seating
• Huge internal focus on ‘Ways of Working’
• Placed Digital and The Customer at the heart of our Business Strategy
• Customer centric, data driven, tech-enabled mentality
• Greater tolerance of failure and ‘test, learn, iterate’
• External signals – Silicon Milk Roundabout, £25m Digital Growth Fund,
Landmark Hires, PR

61
Company Overview - Strictly Private & Confidential
Supercard – Our First Disruptive Play

62
5 Key Questions You Need to Ask Yourself to Change the
Paradigm
1. What Hacks do you have at your disposal? (M&A;
Fund; PR; Landmark Hires)
2. Can you go Multi-speed? (Spin Outs; Core vs New;
2-Speed IT)
3. Can you impact the cost line? Digital is not just
about the revenue line?
4. Are you focused? What can you leverage? Are you
investing big enough?
5. What’s the ecosystem you can build or insert
youself in? (partnerships, M&A, community,
hackathons, meet-ups)

63
Reflections Two Years In…
• The things which will surprise you are not what you
expect
• People are excited…and want to help… collaboration is
key
• Excitement and momentum are key – the hard thing is
keeping the energy up in the ‘in-between’ years….
• You have to tell two stories internally…
• Digital has to be made relevant to every team
• It’s REALLY fun!

#digiscot
Questions &
Discussion

#digiscot
Breakout Sessions
Please check
back of badge

Creating transformative,
customer-centric digital
strategies
25 February 2016

The Agenda
1. Who we are
2. What’s changing (and why we need to, too)
3. The Customer Experience revolution and its impact on
communication
4. The steps needed to create a user-centric, digital-first strategy
5. The framework and technology that you’ll need

Sydney
Adelaide
Melbourne
Hobart
Canberra
Brisbane
Perth
Wellington
Auckland
Edinburgh
London
Szczecin
New York
Beijing
In 60 seconds:
Privately owned company of 450+
full-time staff.
A modern blend of technology
vendor, service provider and
digital consultancy.
Squiz act as partners, helping to
deliver digital transformation.

What’s changing (and
why we need to, too)

Reason #1
Technology, growth and current
demands

Reason #2
Millennials and Generation Z
are digital first - and they’re
increasingly critical

Reason #3
Your customers are always on -
you should be, too

Reason #4
Innovate, or be disrupted

Reason #5
The customer-centricity revolution -
we need to shift our focus

The Customer
Experience revolution
and its impact on
communication

Focus on
relationships
People don’t think in terms of silos.
Need to create a system of processes
and technologies to deliver an easy
experience across the organisation.
Have to devise strategies that can
make an organisation’s digital-first
and customer-centric.

3 common problems:
1. Strategies
are devoted to
technologies,
not services
2. Strategies
are put
together by
individuals in
ivory towers
3. Strategies
are designed for
the organisation
- not the
customer

(Digital) Strategy
Service
delivery
Marketing
strategy
Comms
strategy
Technology
strategy
The solution:

Complete view
Use technology to
follow complete
customer journey
Can interpret
web of systems
and tools
Up-to-date on
latest customer
trends
Strategic +
commercially
focussed
Already work
with multiple
teams
Already know the
competitive
landscape
Build plans
based on metrics
and vision
Who needs to lead?

The steps needed to
create a user-centric,
digital-first strategy

Research Solutions Roadmap
Governance &
sundries
The phases:

Research
Customers
Internal
External
Create personas
Map current user journeys
What do they want? Evidence?
User research
Strategic questions
Service questions
Delivery questions
Review peers
Sector-specific macro trends
Broad technology trends

Journey Mapping
People
Technology
Solutions

System
development
Testing and
fine tuning
Migrating
systems
Phase-out
Legacy tech Staff training
and recruitment
Multi-site
roll-out
Cost of each
phase
Contingency
plans
Communication
plan
Change fatigue
and laggards
Landmarks and
success indicators
Roadmap

Governance and
permissions
Content (new and
updates)
Promotion
Governance &
sundries

You’ve got the plan:
what’s next?

The framework and
technology that
you’ll need

Technology
Culture Vision
Strategy
Digital Transformation
Transform your organisation:

New rules, new tools
CRM
SPCMS
MA
Customer Relationship
Management
Marketing
Automation
Content Management
System
Search
Platform
Introducing the
technology that can
drive and develop
thousands of
engaging, one-to-one
relationships…

Want more?
www.squiz.co.uk/
resources

Thank you!
Rory McNeil
rmcneil@squiz.co.uk
LinkedIn: in/mcneilrory

23.02.2016
Transform or Evolve?

+44 (0) 131 561 7300 | www.bordercrossingmedia.com | Company No: SC 308 978
Are you sitting
comfortably?

You shouldn’t be

Stagnation = Risk

Source: Shutter Stock

Source: www.astronomygcse.co.uk
Everything want to be in the lowest state of
energy with the least amount of disorder.
Third Law of Thermodynamics

Source: IMDB.Com

WRONG

Eewei Chen, @ultraman

Source: YouTube.com/RadDan

Everything Changes

Transform Evolve

Transform
• Do different
• Step change
• Systems
• Processes
• Tools
• People

Source: Word of DTC Marketing

Evolve
• Environment
• Politics
• Economy
• Society
• Technology
• CUSTOMERS

Feel Good, Be Comfortable, Less Effort
Source: The Simpons

• Who
• Where
• What
• Why
• How

Exploration
• New ideas
• Step change
• Don’t know where or
when
• High risk, high reward
Exploitation
• Continuous improvement
• Better outcomes
• Less wastage
• Evolution
• Low-med risk, Low-High
Reward

1. Discover

Generative Product & Market Research
Generative Product Research Generative Market Research
Questions
 How can we solve the problem?
 What form should this take?
 How important is the design?
 What’s the quickest solution?
 What is the minimum feature set?
 How should we prioritise?
Methods
 Solution interview
 Contextual inquiry/ethnography
 Demo pitch
 Consulting
 Competitor analysis and usability testing
Questions
 Who is our customer?
 What are their pains?
 What job needs to be done?
 Is our customer segment too broad?
 How do we find them?
Methods
 Customer discovery interviews
 Contextual inquiry/ethnography
 Data mining
 Focus groups*
 Surveys* (open ended)
* Not recommended

Evaluative Product/Market Research
Evaluative Product Research Evaluative Market Research
Questions
 Is this solution working?
 Are people using it?
 Which solution is better?
 How should we optimise this?
 What do people like / dislike?
 Why do they do that?
Methods
 Paper prototypes
 Clickable prototypes
 Usability
 Hallway
 Live
 Remote
 Functioning products
 Analytics
 Surveys*
o Net Promoter Score
o Product/Market Fit Survey
* Not recommended
Questions
 Are they really willing to pay?
 How much will they pay?
 How do we convince them to buy?
 How much will it cost to sell?
 Can we scale marketing?
Methods
 5 second tests
 Comprehension
 Conjoint Analysis
 Data mining/market research
 Surveys* (closed)
* Not recommended

2. Define

Ask the right questions

Ask the right questions
• Who are we building for?
• What is their purpose?
• What are their wants and needs?
• What are the problems and challenges
they face?
• How does our “solution” fit into their lives
and the jobs they need to get done?

Set your hypothesis:
“If I do ‘X’, ‘Y’ will happen”

3. Design, test, implement

Task:
Reduce Complaints and Reworks

If you see there is a problem with a
customer’s policy. Find out how to fix it
and then pick up the phone and tell them:
1. What the problem was
2. How it will be resolved
3. How long it will take to resolve it
4. When you will call them back once it
is fixed.
Pick Up The Phone

If you see there is a problem with a
customer’s policy. Find out how to fix it
and then pick up the phone and tell them:
1. What the problem was
2. How it will be resolved
3. How long it will take to resolve it
4. When you will call them back
once it is fixed.
Pick Up The Phone
• Reduction in complaints
• Reduction in reworks
• Reduction in box losses
• Better Staff engagement
results
• Better Customer Satisfaction
results

4. Measure and improve

Ask yourselves
• Was my hypothesis right?
• If yes, what was the impact to the
business
• If no, why wasn’t it right
• What have we learnt?
• How will we do differently next time?

How will we do
differently next time?

Good,
then you can begin

Problem solved.
0131 561 7300
esther@bordercrossingmedia.com
@EstherBCM @BCM_Tweets

CUSTOMER ENGAGEMENT
THROUGH MOBILE GAMING
Digital Transformation 2016
Thursday 25th February
Our Dynamic Earth, Edinburgh

TV, Radio, Print…. and Games?

Benefits of a game - Analytics

Recruitment & Staff Development

Why use a game?
• Can be tailored to specific audiences.
• Provide a wealth of analytical data.
• Can deliver real-time and geographically appropriate
messaging.
• Provide a persistent and enjoyable user experience.

Contact Details
Michael Boniface
mboniface@magpierunning.com
0131 215 1302
http://www.magpierunning.com

The Evolution and Power of Video

• Marketing Strategy
– Audience
– Types of Video
– Techniques
• Product Understanding
– How to incorporate video in my offering?
– Setting expectations
• Distribution
Evolution of Video and Content

Beyond Advertising
“Your Website is 50 Times more likely to appear on the first page of a Search engine
result if it includes video” - Digital Sherpa
“51.9% of marketing professionals worldwide cite video as the type of content with
the best ROI” - eMarketer
“Retail site visitors who view video stay two minutes longer on average” - Comscore
“57% of consumers say that product videos make them more confident in a purchase
and less likely to return an item” - MediaPost

• Ensure Quality/Consistent Work
• Communicate/Show Customer Value
• Choose the Right Video Partner
– Experience
– Product Offering
– Ordering Process
• A Partner not a Vendor
– Open Communications
– Flexibility
– Integrated Support
• Customer Testimonials
Creation – Tips for Production

Connecting Physical and Virtual
• Apple
– Acquires AR company Metaio
• Qualcomm
– Acquires AR company Euvision
– Sells Vuforia business to PTC
• Blippar
– Unveils visual browser
• Amazon
– Mobile application now includes image recognition (EU &
US)
– 10% of $90B revenue is mobile

Case Study
Structured Data: Web.com

Thank you
• Mike Osborne
• President & COO, bieMEDIA
• mike.osborne@Biemedia.com
• James Moore
• SVP, Web.com & Scoot.com
• james.moore@web.com

Securing
Your
Digital
Future
Stephen Haggerty
Alex Clyne

Securing
Your
Digital
Future
• The need for Digital Leaders
• The Growth in Digital Leaders
• The Pathway for Organisations
and Digital careers

•Transformer in Chief
•Strategy not technology
•Seismic shifts
•Ultimate Digital Leaders
Digital
Leadership

Only 4% are
aligning
training with
digital
strategy
50% are
investing in
hiring digital
talent
Some Interesting Facts
90% of
companies
lack genuine
digital skills

“Digital represents the channels end users must be able to
access to facilitate transactions and interactions that are
beautiful, efficient and superior in experience, leveraging a
combination of mobile, social, analytics, cloud and emerging
exponentials. Anytime. Anywhere. Any device.”
- Deloitte Digital
“The speed of information and data is driving such
significant change in how and where we work that
the digital worker is becoming a critical resource in
decision-making, learning, productivity, and overall
management of companies”
- SAP

http://www.thedrum.com/news/2016/02/
10/why-nike-has-finally-hired-chief-digital-
officer

Adapt, disrupt,
transform,
disappear?
Blockbuster
Kodak
Chief Digital Officer:
The newcomer that’s here to stay
The CDO role will completely
disappear by 2020

An Old-Media Empire, Axel
Springer Reboots for the
Digital Age
They roomed together in a rented house in
Palo Alto, with marching orders to
network with Silicon Valley executives and
study the habits and more of American
start-up culture.
The lessons took hold. Digital activities
now generate more than 60 percent of
Axel Springer’s revenues and just over 70
percent of its operating profit.
“I don’t know if Mathias really knew at the time how radically he
was going to change the culture,” Mr. Diekmann said of Mr.
Döpfner. “But now we’re infected.”

Prior to joining Travelex, Sean was
Chief Operating Officer of Shutl, the
same-day delivery service which was
acquired by eBay in November 2013.
He was previously Managing Director
for eHarmony's international and
mobile businesses and oversaw the
company's investment in European
online dating site eDarling.
Prior to this, Sean spent three years
with Google as Group Product
Marketing Manager, EMEA, where he
led product marketing for monetisation
products across Europe.

What Next?
•Digital Disruption
•Take Some Risks
• No-one knows all the answers
• Increasing Pace of Change

Competition
•FREE Professional Certificate in Digital Marketing
Leadership , accredited by The University of
Aberdeen (20 CPD credits)
•All you have to do is complete the Conference
feedback survey
•And tell us: what’s the most important learning
from today

www.indigitaltalent.com
alex@indigitaltalent.com
steve@indigitaltalent.com
susan@indigitaltalent.com
Thanks to Our Partners and Sponsors

#digiscot
Russell Williams
University of Aberdeen
Robert Fleeting
Jump Digital

Digital Marketing Education and Skills
Where are all the Digital Marketing
Professionals?
Russell Williams, University of Aberdeen
&
Robert Fleeting, Jump Digital

As businesses look to
increase their investment in
digital marketing they need
individuals with key digital
skills…

Where is this talent going to come from?
How can businesses recognise talent?
How can universities equip their students to apply..?
How can universities deliver against a skills gap?

The (Traditional) University Dilemma:
Routes to academia
The University model
Keeping up with changes in the market
A fixed location

So, what can Universities offer?
Working with the right partnership…. a lot!

A little about Jump Digital…
 Offer digital marketing consultancy at all levels from
strategic to tactical
 Clients range from Blue Chip companies to SMEs and
Not For Profits
 Experience across industry sectors: aerospace,
agriculture, business services, retail, leisure…

Our Observations…
 Digital is having a big effect and many don’t know
how to manage it
 Business is struggling to evaluate what is offered by
consultants and attract suitably qualified staff
 Many clients want to take ownership of their digital
marketing strategy

At Jump Digital…
We thought we could bridge the gap and bring
understanding…

Our Approach…
 Strategy led approach
 Understanding the dynamics and objectives of the
business/ industry
 Developing digital strategy which supports the
organisation wider business

Our Philosophy…
 “To deliver consultancy that adds value at all levels –
from board level strategy to practical
implementation”
 Education has been at the centre of what we offer
and deliver

Collaboration with the University of Aberdeen…
 A Random airplane meeting
 An agreed perspective - Digital Marketing Leadership
“Knowledge of” and “Knowledge how to”
Over-the-shoulder view
Simulation-based learning
 A lot of effort and a lot of learning!
Defining the key parts
Putting them together in a coherent order
Building and integrating knowledge
Assessing skills, competencies, knowledge and
understanding
Prototyping, getting feedback and refining

The Output…
 The MSc is live now!
 CPD will be available in March 2016
Post Graduate Certificate
 Module 1 – The Digital Marketplace
 Module 2 – Digital Strategy and Developing Digital Assets
Post Graduate Diploma
 Module 3 – Executing a Digital Strategy
 Module 4 – Effective Consultancy and Leadership
MSc Digital Marketing Leadership
 Module 5 – Digital Futures
 Module 6 – Final Project

#digiscot
Leah Lockhart
Relate Lab
@LockhartL

#digiscot
Jim Hamill
Future Digital Leaders
@DrJimHamill

ENERGISE2-0.COM
Is Scotland Ready?
Dr Jim Hamill
@DrJimHamill
www.linkedin.com/in/drjimhamill
www.futuredigitalleaders.com

The Digital Revolution
‘The changes brought about by the Internet over
the last 20 years are nothing compared to what’s
coming over the next few years - we ain’t seen
nothing yet’
40% of today’s Fortune 500 companies will not
exist in ten years time
Are we ready?

Quick Recap
We live in an era of Digital Disruption
and Digital Darwinism

Why now…..?
The convergence of disruptive
technologies

Convergence of Disruptive Technologies

Ain't seen nothing yet……..
50bn to 70bn connected devices by 2020

Ain't seen nothing yet………
Rise of the robots/intelligent machines

Disruption
• The digital and social media revolutions are disrupting a
wide range of industries, transforming existing ways of
doing things and existing business models
• Many organisations have become, or are in the process of
becoming, ‘digital dinosaurs’ due to their inability to
adapt. Countries and individuals are under threat too
• The changes seen already are nothing compared to what
is coming over the next few years. Over 40% of jobs could
be replaced by digital technology over the next two
decades

Are we ready for a world of
constantly connected customers, constantly
connected employees and constantly
connected ‘things’?

Are We Ready?
Are we on course to be a World Class Digital Nation by 2020?

Executive Summary
• No industry, no company, no individual in Scotland is immune
from the threat of digital disruption
• Companies need to ‘adapt or die’ - digital dinosaurs
• Digital transformation – the use of digital technologies to
rethink and improve the way we do things in at least three
main areas:
– ‘Externally’ - marketing communications, PR, stakeholder
engagement, customer service, external data analytics
– ‘Internally’ - the way we communicate with colleagues and
partners; our business processes and systems; becoming an agile,
flexible, fast moving ‘social organisation’
– Digitally transform our core business models

Executive Summary
• Developing an appropriate response is the number one
challenge facing Scottish business today – critical to our future
competitiveness as a nation
• So what progress is being made?..................

A World Class Digital Nation?
• A growing recognition of the need to adapt and transform
digitally
• Many examples of digital innovation
• But for the majority of Scottish companies and organisations,
a major ‘Strategic Gap’ exists between their current use of
digital technology and where they should be
• The majority of Scottish companies & organisations are
unprepared for the coming digital onslaught
• Digital led change is taking place at a much faster rate than
our ability to adapt
• This raises important implications for companies, policy
makers and the business support network in Scotland…………

Companies/Organisations
• The ultimate responsibility for digital transformation lies with
companies themselves. It is no longer acceptable for digital to
be seen as a peripheral activity, the responsibility of ‘techies’
• To remain competitive, all businesses need to embed digital at
the core of everything they do - building digital capabilities
throughout the business supported by digital leadership to
drive change
• The days of the senior executive who is proud of the fact that
he/she doesn’t do digital are over. Finished. A new breed of
senior executive is required – Digital Business Leaders

Digital Business Leaders Urgently Required

Digital Leaders Urgently Required
• Executives who combine high level business knowledge and
experience with the ability to develop Digital Transformation
Strategies fully aligned with and supportive of agreed
business goals and objectives
• Executives with the personal skills and confidence to drive
organisational change

Policy Makers
• A World Class Digital Nation by 2020? More spin than reality
• Digital Economy Business Survey 2014 (4,002 businesses) only
3% are ‘Digital Champions’
• MIT Open Letter to the US Government – called for radical
changes in public policy across a wide range of areas –
education, infrastructure, entrepreneurship, trade
immigration
• For Scotland, more research is urgently required re the impact
of digital disruption on the Scottish economy and Scottish
labour markets
• Urgent action is required in terms of training and skills
development, digital infrastructure, regulation, taxation, cyber
security etc. Progress is being made but is it enough?

Business Support Network
• Publicly funded digital support programmes have been
available in Scotland for two decades. Yet only 3% of
companies are digital leaders?
• We need to refocus support on the main barriers/obstacles to
change. Awareness workshops are fine but we need to tackle
the real issues. Three areas…..
– All business advisers in the support network need to
become ‘digital first’
– Graduate internship programmes backed by solid training
– Launch of a digital supported export programme. Export
support is stuck in a 30 year pre-digital time warp

#digiscot
Drinks &
Networking
Upstairs

Digital Transformation Scotland 2016

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Digital Transformation Scotland 2016