The digital revolution is one of the most disruptive forces now at work in the business world. Transformation in response to this force requires most companies to rethink what digital really means. It is no longer sufficient to think in terms of web sites and other digital assets. Similarly, evolution is now so much more than focusing on managing discrete changes that a particular technical innovation may require, the speed of change requires a far more fluid and dynamic mode of management. This session will look at some of the heroes of the digital age and the key factors that enhance or hamper an organisations ability to rise to the challenge of a constantly evolving business environment.

1. Perpetual Leadershift
The X factor for driving digital transformation
Jenny Williams | Ideagarden

2. The Renaissance: "
15th Century
Da Vinci
Michelangelo
The Medicis
The Industrial
Revolution: "
19th Century
The steam engine
Google
Facebook
Cloud computing
Quantum computers
The Digital Age: "
1990 to ?

3. Our recent history is littered with
technology that has changed the world
ipad
2010
walkman
1979
personal
computer
1973
radio
1895
vcr
1963
tv
1927
phone
1876
mobile
phone
1987
cd
1983
iphone
2007
laptop
1984
camcorder
1982

4. In 1939, "
The New York
Times predicted
that television
would fail because
people would not
have time to "
stop and stare "
at a screen.

5. 1967
My childhood toys

6. In 1985 my first job
was writing custom
software for
companies that were
renting PC’s because
businesses believed
they were not viable
enough to actually
buy them

7. In 2000 I returned "
to Australia from
the US to be told
that MRM’s
biggest digital client
had an annual
budget of $15,000

8. Working in digital
was very frustrating
for a very long time

9. Today most people
acknowledge the
importance of
technology in our
lives and its impact
on business"

10. But, few
businesses are
changing as rapidly
as consumers and
devices

11. transformation
involves rethinking
what digital really
means.

12. And…insanity…
is doing the same
thing over and over
and expecting a
different result

13. FAILURES OF THE DIGITAL AGE

14. VS
FAILURES OF THE DIGITAL AGE

15. FAILURES OF THE DIGITAL AGE
VS

16. FAILURES OF THE DIGITAL AGE

17. FAILURES OF THE DIGITAL AGE
In the 1990s,
the music industry
phased out
THE SINGLE,
leaving consumers with no means to purchase individual songs.
illegal peer-to-peer
This market was initially filled by
file sharing
technologies,
and then by online retailers such as the
and Amazon.com
This low end disruption eventually
undermined the sales of physical,
high-cost CDs.
iTunes
Store

18. Traditional
cannibalised by
non-traditional
competitors
The music industry,
spent the majority
of its time and
effort fighting online
music technology
instead of trying to
harness it.
FAILURES OF THE DIGITAL AGE

19. launch of the iPod
1000 tunes in your pocket
digital hum strategy
greater connectivity
access to apps
better cameras and video
iCloud connectivity
iPad
2010
Followed with
iPhone
Introducing connectivity
a digital camera (3.0)
a video camera (3GS)
apple
launch
2009
Through the process of
continuous improvement,
2001
Apple reviewed the options for
extension of the product offer
they
chose
music
FAILURES OF THE DIGITAL AGE
In contrast
Apple’s music
strategy

20. ! The digital revolution is one of the most disruptive
forces now at work in the business world.
! Digital business is among the most significant factors
driving business and societal change worldwide.
! Digital innovations have led to the creation,
destruction, and transformation of businesses,
industries, and even governments.
! Few organizations are fully exploiting digital
disruptions or innovations.
IN SUMMARY
FAILURES OF THE DIGITAL AGE

21. MOST RECENT "
DIGITAL DISRUPTIONS

22. MOST RECENT DIGITAL DISRUPTIONS
Smartphone
adoption
The always on"
consumer

23. Social Media MOST RECENT DIGITAL DISRUPTIONS

24. The increasing
importance
of search
MOST RECENT DIGITAL DISRUPTIONS

25. BIG Data
MOST RECENT DIGITAL DISRUPTIONS

26. Penetration of
broadband and
the NBN?
MOST RECENT DIGITAL DISRUPTIONS

27. Totally different
media models
Tarps vs CPA
MOST RECENT DIGITAL DISRUPTIONS
VS

28. The NBN"
and disruptive
workplace
practices
MOST RECENT DIGITAL DISRUPTIONS

29. MOST RECENT DIGITAL DISRUPTIONS
Decline in
newspaper
revenues
$

30. MOST RECENT DIGITAL DISRUPTIONS
Internet advertising
takes over TV

31. MOST RECENT DIGITAL DISRUPTIONS
E-commerce and
online servicing
capability is now
“hygiene”

32. MOST RECENT DIGITAL DISRUPTIONS
Personalisation,
targeting is"
“best practice”

33. MOST RECENT DIGITAL DISRUPTIONS
Almost every
company is in "
the business of
creating “content”

34. As much information is now being
generated every two days, according
as existed between the dawn of
civilization and 2003
Eric Schmidt, former Google CEO
“
MOST RECENT DIGITAL DISRUPTIONS

35. MOST RECENT DIGITAL DISRUPTIONS
Differentiation, the
super wow is the
holy grail

36. It’s not
we have to adapt to
the
technology
MOST RECENT DIGITAL DISRUPTIONS
It’s the way we
about “digital”
think

37. FOUR"
THOUGHT "
LEADERSHIFTS

38. MOST RECENT DIGITAL DISRUPTIONS
THOUGHT
LEADERSHIFTS
1. DIGITAL IS NOT A CHANNEL

39. Digital is just "
the opposite "
of analogue
DIGITAL IS NOT A CHANNEL

40. // EXAMPLE:
THE ADVERTISING INDUSTRY
DIGITAL IS NOT A CHANNEL

41. THE CHALLENGE

42. Planners identify
the key insight
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

43. Creatives come up
with the big idea
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

44. Usually in the form
of a TV ad
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

45. Sometimes a "
print ad
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

46. In the old days,
the guys who got
the budget called
the big shots
Digital people
didn’t like it but
that’s just the way
things where

47. PR
retail
DM
outdoor
TV
radio
digital
mobile
strategy
insight
The creative idea
The traditional
approach
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

48. PR
retail
DM
outdoor
TV
radio
mobile
strategy
insight
The creative idea
digital
digital
But digital is not "
a channel
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

49. downloads
buy now
request
info
product info
contact us
The basics of
digital awareness
social
mobile
ads
email
search
viral
display
digital strategy
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

50. evolving ecosystem
downloads
product info
contact us
request
info
buy now
forums
videos UGC
widgets
online
trial
click to call
mobile
ads
email
search
viral
display
digital strategy
blogs
social
games
podcasts
word of
mouth
community
tagging
RSS
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

51. IN ADDITION…

52. Digital Outdoor
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

53. Digital Print
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

54. Digital TV
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

55. Digital Radio
Online promotions,"
order products
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

56. Digital POS
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

57. Digital Loyalty
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

58. Digital PR
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

59. behind the scenes
what the client sees…
Develop a cool powerpoint
presentation
with
lots
of
integration
buzz words
1
Hire digital dude get him to handle all the
digtial work until he quits
2
Buy a digital company and “absorb it”
until there is no one left
3
Hire another digital dude but give
him the ability to hire staff
4
When the digital unit grows big enough, split them up and
sit them with the traditional guys until half of them leave in
frustration to work at some hotshop digital agency
6
Hire a bigger name digital dude …..
5
Send everyone that’s left on a
digital training course
traditional agency
digital solution
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

60. The problem is in
the way we are
thinking about
digital and how we
try to adapt
DIGITAL IS NOT A CHANNEL
// EXAMPLE:
THE ADVERTISING INDUSTRY

61. HOLISTIC DIGITAL MARKETING

62. Display
Digital signage
Desktop
applications
email
Digital TV
3G content
Podcasting
Websites
SMS
GPS
devices
PDA’s
Gaming
devices
search
kiosk
Understand the primary digital touch points

63. hear
photograph & share
send to a friend
Add the digital amplification opportunities
word of mouth In store/demos radio tv outdoor
QR code
bluetooth download
send to a friend
voice
notify
tweet
search
enter
vote
buy
augmented reality
QR code
augmented
photos
ideas
buy
augmented reality
QR code
coupons
notify
competitions
bookmark
download
download
coupon
loyalty
share
like
post
print promotions website apps pos social

64. Develop truly
channel neutral
strategies
THE DIGITAL FUTURE
Digital
Brand
Data
Analogue
RETAIL
DM
OUTDOOR
TV
RADIO
MOBILE
ONLINE
PR

65. Areas to consider
THE DIGITAL FUTURE
mobile first
omni-channel integration
social grows up
user experience brings
art and science
to business
user adoption –
the missing link
analytics –
removing the
guess work
trends
UX

66. Build a long term
acquisition and
retention strategy
Campaign Support
Crowd sourcing
Alliances
Advocacy
Loyalty programs
System integration
Integration
Customer Support
MEASUREMENTANDMONITORINGSYSTEMS
Partnerships
Brand campaign
Event
Q3
Event
Q2
Event
Q1
Event
Q4
Promotion Partners
Strategic Alliances
Event
partners
special
offer
special
offer
CRM
Build a fan base
THE DIGITAL FUTURE

67. Accept ….
The devil is in "
the detail
PR
Blog watching
retail
Digital In store "
displays
outdoor
Digital
billboards
TV
iTV
radio
Podcasting
mobile
Content and
Messaging
online
Display Ads
and Websites
Technology
Enablement
1
Platform
capabilities
2
Penetration
Statistics
2
market
insight
3
customer
data
1
competitive
landscape
the core idea
engagement
strategy
1
competitive
landscape
2
customer
data
Deployment
Strategy
1
Partnerships
2
Affiliate
opportunities
THE DIGITAL FUTURE

68. PR
Blog watching
retail
Digital In store "
displays
outdoor
Digital
billboards
TV
iTV
radio
Podcasting
mobile
Content and
Messaging
Deployment
Strategy
online
Display Ads
and Websites
Technology
Enablement
1
Platform
capabilities
2
Penetration
Statistics
2
market
insight
3
customer
data
1
competitive
landscape
the core idea
engagement
strategy
1
competitive
landscape
2
customer
data
1
Partnerships
2
Affiliate
opportunities
THE DIGITAL FUTURE
app
Search
blogger
QR
code
Website
eCRM
SMS
NFC
Search
Social
Social
And it just gets more
and more complex
everyday

69. MOST RECENT DIGITAL DISRUPTIONS
THOUGHT
LEADERSHIFTS
1. DIGITAL IS NOT A CHANNEL
2. DIGITAL IS MORE THAN JUST MARKETING

70. Disruptive
empowerment
Customers have
technology that
enables them "
to use products and
services on their
terms.
DIGITAL IS MORE THAT JUST MARKETING

71. Revenues are "
threatened
DIGITAL IS MORE THAT JUST MARKETING

72. The issue is that
disruption, by its
very nature, "
breaks process.
DIGITAL IS MORE THAT JUST MARKETING
When faced with breakage
we tend to try to piece it
back together like a child
with a smashed vase and
superglue

73. WHAT HAPPENS ?
the speed of
is accelerating
change

74. Speed and impact is
variable
SHORT FUSE, BIG BANG
LONG FUSE, BIG BANG
SHORT FUSE, SMALL BANG
LONG FUSE, SMALL BANG
Accommodation
& food service
Arts and
Recreation
Retail
ICT & media
Finance
Professional
Services
Real estate
IMPACT
Transport
Health
Recruitment
Agriculture
Government
Utilities
Constructing
Mining
Wholesale
TIME
DIGITAL IS MORE THAT JUST MARKETING
Source: Deloitte consulting
Manufacturing

75. THE CHALLENGES

76. This is all too much, we just
need to keep this simple
That’s all very well but we
are not there yet
We have a 5 year plan that
addresses that
““
DIGITAL IS MORE THAT JUST MARKETING

77. What does this "
mean for me?
THE EXECUTIVE CONTINUUM
With luck, this won’t
happen in my time
DENY & BLOCK
LAND GRAB
This is my chance to be
the next CEO!
DIGITAL IS MORE THAT JUST MARKETING

78. CEO
“We are not a digital business we have been
doing XYZ for a long time very successfully”
EXECUTIVES
“My KPI’s relate to profit, I do not want to
put that at risk”
MIDDLE MANAGEMENT
“I am way too busy doing what I need to I have
no time to try new things that are untested”
COAL FACE
“This is the way we do things around here and
it has always worked well”
The problem starts
at the top
DIGITAL IS MORE THAT JUST MARKETING

79. CSO
CFO
CIO
5 year
technology roadmap
CMO
CXO
12 month
Marketing strategy
The challenge
operational, political
and financial silos
CEO
BOARD
DIGITAL IS MORE THAT JUST MARKETING

80. THE SOLUTION

81. divisions
CIO
divisions CFO
divisions president
CRM systems, sales "
automation, CRM
3D printing
deployment systems
ROI calculations
and cost reductions
Alliances,
data
procurement
Intranets,
online
training
Warehouse
management and
tracking systems
HumanResources
Research
Product dev "
groups and research
Cost
reductions
Division
CIO
PROFITABILITY, REVENUE
STREAMS AND COST REDUCTION
DIGITALS ROLE IN THE BUSINESS
THE DIGITAL FUTURE
Engage multiple
layers of an
organisation
CEO
CFO
audit committee
board of directors
(investors and advisors)
Sales
Mfg
R&D
Marketing
Int.
Finance
Warehouse
HR
IT
Purchasing

82. CEO
EXECUTIVES
COAL FACE
MIDDLE MANAGEMENT
Define ownership
and responsibilities
Shareholder visibility
Digital Governance Board
Specific digital KPI’s
Inspiration, Training and
mentorship
THE DIGITAL FUTURE

83. ©Fusion Digital Pty Ltd + IdeaGarden Pty Ltd 2013
Distribution Strategy
Strategic
Themes
 Leverage Data
 Digital Branch
 Simplicity
 Seamlessness
 Financial Coaching
 Family Focus
 Multi-cultural "
Opportunity
Technology
Strategy
 Technology Roadmap
 Vendor Relationships
 Architecture, Data, "
software etc
 Mobile
Marketing
Brand
Roadmap
Risk
Treasury
Payments
Strategy
People+"
Culture
People
Strategy
Product
Product
Plan
Retail+
Advice
Sales
Strategy
ATM PHONE CALL CENTRE ONLINE BRANCH MOBILE
Digital Strategy
Corporate Strategy
THE DIGITAL FUTURE
Link your digital
strategy to every
other organisational
strategy

84. THE DIGITAL FUTURE
Online product acquisition
Build and enhance"
community program
e-Commerce enablement"
transactional + administrative
Demonstrate"
Innovation
Connect employees with
members digitally
Drive awareness/media spend/"
social sharing opportunities
Enable employee
education and training
Digital
Strategy
Ensure “Digtial”
positively impacts
internal and
external audiences
equally

85. an impulse to do what's
familiar and comfortable"
an impulse towards
novelty and challenge
Most people want to
change … and they
don’t
THE DIGITAL FUTURE

86. CUSTOMER VALUE
PAIN
Our dilemma is that we hate
change and love it at the same
time; what we really want is for
things to remain the same but
get better.
Sydney J. Harris, American Journalist
The pain of change,
must be less than the
pain of not changing.
Cost
of
change
Benefit
of
not
changing
Cost
of
not
changing
Benefit
of
change
PAIN
PLEASURE
Change
No
Change

87. BAU = "
Developing a
business model that
can embrace
disruptive change
THE DIGITAL FUTURE

88. Create reward and
attribution systems
that motivate
success
THE DIGITAL FUTURE

89. Position change as
opportunities, for
learning and
professional growth
THE DIGITAL FUTURE

90. Reward and
celebrate people
trying new things
even if they fail
THE DIGITAL FUTURE

91. CEO
EXECUTIVES
COAL FACE
MIDDLE MANAGEMENT
BAU=
Permission to
behave differently
CUSTOMER VALUE

92. MOST RECENT DIGITAL DISRUPTIONS
THOUGHT
LEADERSHIFTS
1. DIGITAL IS NOT A CHANNEL
2. DIGITAL IS MORE THAN JUST MARKETING
3. DIGITAL IS NOT ABOUT TECHNOLOGY ITS ABOUT CUSTOMER VALUE

93. REDEFINING CUSTOMER VALUE

94. CUSTOMER VALUE
Elements "
of Digital
Transformation
Most companies
focus on one OR
the other
VALUEINDELIVERY
VALUE IN PROPOSITION
Refine
Extend
Enhance
THE WHAT
THEHOW
Create
Leverage
Integrate
Source: IBM Institute for Business Value analysis

95. CUSTOMER VALUE
The ideal path to
Digital
Transformation
Envisage a
transformed
customer value
proposition and
operating model
and build a new set
of capabilities
around that
VALUEINDELIVERY
VALUE IN PPROPOSITION
Refine
Extend
Enhance
THE WHAT
THEHOW
Create
Leverage
Integrate
Source: IBM Institute for Business Value analysis
END STATE

96. CUSTOMER VALUE
Because consumer
tastes change much
faster than business’
tastes, platforms
today must adapt
very quickly – or face
obsolescence.

97. Change the way "
you innovate, look
outside yourself
CUSTOMER VALUE

98. PILOT
A SMALL TEST IN
THE REAL WORLD
TO PROVE AND
EVOLVE THE
CONCEPT
ROLLOUT
"GLOBAL"
IMPLEMENTATION
LAB
DEVELOP AND TEST
IN A SIMULATED
ENVIRONMENT
CUSTOMER VALUE
Provide a process for
fast, inexpensive, and
flexible experiments

99. Embrace new
devices and
connectivity
CUSTOMER VALUE

100. Give up
perfectionism
CUSTOMER VALUE

101. Look beyond short
term performance
CUSTOMER VALUE

102. MOST RECENT DIGITAL DISRUPTIONS
THOUGHT
LEADERSHIFTS
1. DIGITAL IS NOT A CHANNEL
2. DIGITAL IS MORE THAN JUST MARKETING
3. DIGITAL IS NOT ABOUT TECHNOLOGY ITS ABOUT CUSTOMER VALUE
4. DIGITAL IS ABOUT INNOVATION, EXPERIMENTATION AND …
TRANSFORMATION

103. HEROES OF THE DIGITAL AGE

104. HEROES OF THE DIGITAL AGE
The Gang of Four

105. WHAT DO THESE COMPANIES
HAVE IN COMMON?

106. They utilise a platform
of multiple powerful
technologies—and
their intelligent use is
embedded into the
business at all levels
CUSTOMER VALUE

107. CUSTOMER VALUE
you
do it alone
can’t

108. CUSTOMER VALUE
Now
Open systems
Collaborative partnerships
1990s
Closed systems
Limited partnerships

109. HEROES OF THE DIGITAL AGE

110. HEROES OF THE DIGITAL AGE

111. HEROES OF THE DIGITAL AGE

112. They have used digital
technologies to
transform their
operating model for
greater customer
interaction "
and collaboration
CUSTOMER VALUE

113. Continuously reshape
their offering around a
continually changing
customer need
CUSTOMER VALUE

114. Primary functions are
about consumer "
utility and
communications
CUSTOMER VALUE
To organize the worlds information
To give people the power to share and make the world
more open and connected.
Man is the creator of change in this world. As such
he should be above systems and structures, and not
subordinate to them."
Our vision is to be earth's most customer
centric company; to build a place where people
can come to find and discover anything they
might want to buy online.

115. They embrace a
culture of dynamic
change
CUSTOMER VALUE
Source: The Change Corporation.

116. CONCLUSION

117. CONCLUSION
It’s not the disruption that decides
what happens to
“ your company
you
respond
It’s
how
to it.

118. CONCLUSION
! A continuous finger on the pulse of what the customers
need and want as well as how they feel about your brand
! Acceptance of the innovation process (including the ability
to fail)
! Structured innovation budgets (as a percent of revenue)
! Systems to identify, fund and evaluate innovation projects.
! A collaborative culture of continuous learning through
knowledge sharing and insights
Winners in the digital age will have:

119. NO MATTER WHAT YOUR ROLE"
BE THE CHANGE "
YOU WANT TO SEE

120. THANK YOU
jenny@ideagarden.com.au www.ideagarden.com.au
… or find me on linked in