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The Qualified Self 
Digital Transformation 
Prof. Lee SCHLENKER 
- Preliminary Draft - 
Prof. L. SCHLENKER 
December 1st 2...
Agenda 
I. The New World of Work 
II. The Customer Journey 
III. Digital Workspaces 
IV. Market metaphores 
Intro Percepti...
©2013 L. SCHLENKER 
Stockholders 
How can the social business 
enhance organizational productivity? 
Partners 
Employees 
...
©2013 L. SCHLENKER 
Focus Improve Knowledge Leverage Measure 
CRM Processes Explicit Transactions Efficiency 
Social CRM R...
What are the three major building blocks that 
are digitally transforming the customer 
experience? Can you give an exampl...
Intro Perception Modeling Construction
Economic transformation: The 
transformation from a manufacturing-based 
economy to a services-based economy 
now underway...
©2013 L. SCHLENKER 
Transformation 
Pervasive 
Limited 
Digital transformation 
Mobile revolution 
“Hyper digitization” 
S...
What meaning do we attach to 
the data? 
Frame 
Cloud 
Figure (s) 
Oracle 
Antonello da Messina 
Intro Perception Modeling...
©2013 L. SCHLENKER 
Sam Marshall, ClearBox 
Intro Perception Modeling Construction
) 
• Harder, better, faster… 
• Mechanized productivity 
• Knowledge productivity 
• Continuous Productivity 
Steven Sinof...
©2013 L. SCHLENKER 
© Inforcentric Research, 2013 
•a demarcation line between an 
Intranet and the Digital Workplace at 
...
©2013 L. SCHLENKER 
Deloitte The digital workplace: Think, share, do
©2013 L. SCHLENKER 
Communication and 
Business Intelligence 
Collaboration and 
Community 
Services and Workflow 
Structu...
• What uniquely defines the persona of 
our customers? 
• What is different about their customer 
journey? 
• What are the...
©2013 L. SCHLENKER 
Intro Perception Modeling Construction
©2013 L. SCHLENKER 
•Focusing on the evolution of people in 
the context of a Digital Workplace 
(c) Philipp Rosenthal 201...
©2013 L. SCHLENKER 
© 2011 MIT Center for Digital Business 
and Capgemini Consulting 
Intro Perception Modeling Constuctio...
"Experience is knowledge, 
everything else is information" 
-- Albert Einstein 
• Service economy – value comes from 
serv...
©2013 L. SCHLENKER 
© 2011 MIT Center for Digital Business 
and Capgemini Consulting 
Intro Perception Modeling Constuctio...
Information 
• Data 
• Content 
• Knowledge 
Infrastructure 
• Software 
• Applications 
• Platforms 
Interfaces 
• One Ti...
Physical 
• Transform 
• Supply chain 
• Availability 
Digital 
• Communicate 
• Information 
flows 
• Pertinence 
Financi...
Experience 
• Customer 
• Employee 
• Partner 
Analytics 
• Automation 
• Optimization 
• Personalization 
Perspective 
• ...
©2013 L. SCHLENKER 
Customer Understanding 
Companies are starting to take advantage of 
previous investments in systems t...
©2013 L. SCHLENKER 
Process Digitization 
Automation can enable companies to refocus 
their people on more strategic tasks...
©2013 L. SCHLENKER 
•Improve your 
understanding of the 
customer demand 
•Improve the quality of the 
organizational resp...
©2013 L. SCHLENKER 
Digitally Modified Businesses 
Finding ways to augment physical with 
digital offerings and to use dig...
©2013 L. SCHLENKER
• Cecile Balmond – Informal 
• (Work) spaces aren’t bound by 
technology but by vision 
• Rules aren’t boundaries, just 
c...
©2013 L. SCHLENKER 
Intro Perception Modeling Construction
©2013 L. SCHLENKER 
Intro Perception Modeling Construction
©2013 L. SCHLENKER 
Intro Perception Modeling Construction
©2013 L. SCHLENKER 
Intro Perception Modeling Construction
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  1. 1. The Qualified Self Digital Transformation Prof. Lee SCHLENKER - Preliminary Draft - Prof. L. SCHLENKER December 1st 2014 How can you use enterprise technologies for self-improvement?
  2. 2. Agenda I. The New World of Work II. The Customer Journey III. Digital Workspaces IV. Market metaphores Intro Perception Modeling Construction
  3. 3. ©2013 L. SCHLENKER Stockholders How can the social business enhance organizational productivity? Partners Employees Clients Social Business strategies help us understand the motivations, experience and objectives of the internal and external clients of the organization Introduction Challenges Networks Applications
  4. 4. ©2013 L. SCHLENKER Focus Improve Knowledge Leverage Measure CRM Processes Explicit Transactions Efficiency Social CRM Relationships Implicit Message Effectiveness SNA Informal networks Emerging Interactions Innovation Transformation Places Layered Ideas Agility Introduction Challenges Networks Applications
  5. 5. What are the three major building blocks that are digitally transforming the customer experience? Can you give an example of each? Which examples do the authors give of transforming internal processes through process digitization? The article also suggests that digital strategies can transform corporate business models. What exactly is a business model and how can it be improved digitally? The authors argue that digital transformation requires strong leadership to drive change. Which level of leaders are they referring, and on what do they need to focus?
  6. 6. Intro Perception Modeling Construction
  7. 7. Economic transformation: The transformation from a manufacturing-based economy to a services-based economy now underway throughout the developed world will accelerate. One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers. Always On, Always Connected. The challenges of the “always on, always connected” world will be converting information into insights; managing time and staying focused on high priority tasks Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical. Intro Perception Modeling Construction
  8. 8. ©2013 L. SCHLENKER Transformation Pervasive Limited Digital transformation Mobile revolution “Hyper digitization” Social media Power of the cloud and crowd Downstream & upstream innovation Organize without an organization New “currencies” Internet of things Analytics Time Degree of economic impact Digital distribution and web strategy • Web strategy and e-commerce • Creating efficiency through web strategy Digital distribution and web strategy • Web strategy and e-commerce) • Creating efficiency through web strategy (e.g. Government) Digital transformation • Mobile revolution • Social media • “Hyper digitization” • Power of the cloud and crowd • Downstream & upstream innovation • Organize without an organization • New “currencies” • Internet of things • Analytics Digital products (e.g., music, entertainment) Late 1990s 2000s 2010s Intro Perception Modeling Construction
  9. 9. What meaning do we attach to the data? Frame Cloud Figure (s) Oracle Antonello da Messina Intro Perception Modeling Constuction
  10. 10. ©2013 L. SCHLENKER Sam Marshall, ClearBox Intro Perception Modeling Construction
  11. 11. ) • Harder, better, faster… • Mechanized productivity • Knowledge productivity • Continuous Productivity Steven Sinofsky Intro Perception Modeling Construction
  12. 12. ©2013 L. SCHLENKER © Inforcentric Research, 2013 •a demarcation line between an Intranet and the Digital Workplace at the point where more specific work support is offered •the stages are not defined by which functions are offered, but rather by how far the respective support offered goes •this model tries to give a first impression about the changing composition of the technology portfolio required in each stage. http://intranet-matters. de/resources/intranet-maturity-models/ Intro Perception Modeling Construction
  13. 13. ©2013 L. SCHLENKER Deloitte The digital workplace: Think, share, do
  14. 14. ©2013 L. SCHLENKER Communication and Business Intelligence Collaboration and Community Services and Workflow Structure and Coherence Mobility and Flexibility Strategic Alignment and Management Organisational Readiness © Digital Workplace Forum, 2013 Intro Perception Modeling Construction
  15. 15. • What uniquely defines the persona of our customers? • What is different about their customer journey? • What are the touch points they frequent, how do they use them, and with what devices? • What are their expectations, what do they value, and how do they define success? • How are they influenced, and by whom? How and whom do they in turn influence?
  16. 16. ©2013 L. SCHLENKER Intro Perception Modeling Construction
  17. 17. ©2013 L. SCHLENKER •Focusing on the evolution of people in the context of a Digital Workplace (c) Philipp Rosenthal 2013 (@for_desire_it) Intro Perception Modeling Construction
  18. 18. ©2013 L. SCHLENKER © 2011 MIT Center for Digital Business and Capgemini Consulting Intro Perception Modeling Constuction
  19. 19. "Experience is knowledge, everything else is information" -- Albert Einstein • Service economy – value comes from services embedded in the product • Pine and Gilmore argued that differentiation today comes from creating “experiences” • Starbucks, Michelin, Hermès, Apple • Companies provide “stages”, managers are “actors”, customers are active “spectators” Intro Perception Modeling Construction
  20. 20. ©2013 L. SCHLENKER © 2011 MIT Center for Digital Business and Capgemini Consulting Intro Perception Modeling Constuction
  21. 21. Information • Data • Content • Knowledge Infrastructure • Software • Applications • Platforms Interfaces • One Tier • Three Tier • Connected @2014 L. SCHLENKER
  22. 22. Physical • Transform • Supply chain • Availability Digital • Communicate • Information flows • Pertinence Financial • Monetize • Financial flow • Effeciency @2014 L. SCHLENKER
  23. 23. Experience • Customer • Employee • Partner Analytics • Automation • Optimization • Personalization Perspective • Cause - Effect • Cause - Cause • Effect - Effect
  24. 24. ©2013 L. SCHLENKER Customer Understanding Companies are starting to take advantage of previous investments in systems to gain an in-depth understanding of specific geographies and market segments Top-Line Growth Companies are using technology to enhance in-person sales conversations. Customer Touch Points Customer service can be enhanced significantly by digital initiatives Intro Perception Modeling Construction
  25. 25. ©2013 L. SCHLENKER Process Digitization Automation can enable companies to refocus their people on more strategic tasks Worker Enablement Individual-level work has, in essence, been virtualized — separating the work process from the location of the work Performance Management Transactional systems give executives deeper insights into products, regions and customers, allowing decisions to be made on real data and not on assumptions Intro Perception Modeling Construction
  26. 26. ©2013 L. SCHLENKER •Improve your understanding of the customer demand •Improve the quality of the organizational response • Improve the organization’s ability to measure the added value Deloitte The digital workplace: Think, share, do
  27. 27. ©2013 L. SCHLENKER Digitally Modified Businesses Finding ways to augment physical with digital offerings and to use digital to share content across organizational silos New Digital Businesses Companies are also introducing digital products that complement traditional products Digital Globalization Companies are increasingly transforming from multinational to truly global operations Intro Perception Modeling Construction
  28. 28. ©2013 L. SCHLENKER
  29. 29. • Cecile Balmond – Informal • (Work) spaces aren’t bound by technology but by vision • Rules aren’t boundaries, just considerations • Vision, actors, events, outcomes, gateways Intro Perception Modeling Construction
  30. 30. ©2013 L. SCHLENKER Intro Perception Modeling Construction
  31. 31. ©2013 L. SCHLENKER Intro Perception Modeling Construction
  32. 32. ©2013 L. SCHLENKER Intro Perception Modeling Construction
  33. 33. ©2013 L. SCHLENKER Intro Perception Modeling Construction

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