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Hitting Back Against Disruption

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Ryan Chan

Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?

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Hitting Back Against Disruption How focusing on a digital transformation sweet spot pays off.
Find the sweet spot on a club or bat and you’ll know it instantly — not just by the sound and the feel — but by how easy and how far the ball flies.
As enterprises, identifying and coming back to a sweet spot delivers similar results. Maximizes our forward momentum and investment potential. Makes our success repeatable across the enterprise.
Where does that momentum take you? That depends in part on which of the three transformation models you focus on.
Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” Improves agility, frees up IT budget for innovation.IT Transformation
Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” C in li Capable of disrupting industries but is rare, like a grand slam or hole in one. Im in b Business Model Transformation IT Transformation
Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” C in li Improves customer experience, products/ services and core operations. Im in b Business Operations Transformation Business Model Transformation IT Transformation
Getting the most momentum from your efforts? It comes from using digital to transform the three areas of business operations.
Digital leaders are improving customer experience. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 01
For starters? They’re removing friction from the experience. Home mortgages are a great example.
Typically, a homebuyer gathers personal papers. Goes to the bank. Fills in multiple forms. Sits back and waits.
For weeks.
But what if digital reduced both the number of steps and the time each step takes? What would that look like?
Go online. Answer a few questions. Give lender electronic permission to access paystub and bank records.
Papers gathered? Zero. Forms completed? Zero. Wait time? Minutes.
This is the new frictionless customer experience that lenders like Rocket Mortgage are pioneering.
But what if customers don’t initiate the experience?
Spotify, Netflix and Amazon’s recommendation engines all use data analytics to help consumers. What can we take from their successes?
You have valuable assets that start-ups don’t — your customers. The key to keeping them?
Using digital to improve customer experience.
Next, let’s think about how digital can help us gain momentum in another area. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 02
Thermostats, doorbells, fitness trackers, watches, garage doors. Jet engines, tractors, industrial pumps.
The one thing these once traditional products have in common besides growing market share?
They’ve all been transformed by the infusion of digital.
Let’s look at how a digitally enabled product is upping happiness at Walt Disney Parks and Resorts.
In past years, park- goers arrived at the gates loaded down with tickets, ride passes, resort key cards, their wallet and a camera. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
And that’s not counting the strollers and other items many families had to bring. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
Magical? Hardly. But what if a wristband streamlined the entire park-going experience? Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
Now, park-goers can link their tickets, ride passes, credit cards and Disney Resort hotel cards to the MagicBand. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
Going through the main gate? Paying for a meal? Buying a T-shirt from a gift store? Entering your on-resort room? Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
Simply hold the MagicBand near a sensor. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
Future iterations will make the experience increasingly personalized. All thanks to the seamless collecting and communicating of data. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
As consumers, we’re starting to expect digitally enabled products as the new normal. Our next step?
To find ways to translate into our business lives what we love and expect as consumers.
Next, let’s look at how enterprises are conquering new ground.
Rolls-Royce. Coca-Cola. T-Medical. Enterprises are transforming products into services in virtually every industry, including an unexpected one:
Agriculture.
For farmers, tracking changing soil and weather conditions is part science, part experience. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
John Deere is making the science part easier. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
Sensors on the farmer’s equipment gather real-time data on soil temperature, nutrients and moisture levels. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
The sensors even suggest more efficient paths for plowing. The result? Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
All the real-time data helps the farmer increase crop yields and profits. And John Deere? Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
It’s transformed a product into a service, creating an entirely new source of revenue. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
What can we learn from the digital leaders?
Look for ways that apps and data can be added to our products to create new value over time. Just as important?
Look for ways that sensors and data science can be added to existing products to create an entirely new service.
We’ve seen what makes products and services an operational sweet spot. Next?
Let’s look at the final area you can transform to drive your enterprise forward. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 03
First, what do we define as core operations? That depends in part on your industry.
Core operations is making things.
Core operations is transporting people from point A to point B.
Core operations is your supply chain.
Core operations is patient scheduling.
Core operations is virtually any function that is core to what you make or do.
With all the things that comprise core operations, it’s no surprise it makes up a sizable portion of the enterprise budget.
Gaining even a modest amount of efficiency through digital transformation can add up to billions saved every year.
One area where many digital leaders are focusing to improve core operations?
The Industrial IoT.
Source: IDC. By 2020, it’s estimated a whopping 40% of the world’s data will come from machines talking to machines through the cloud. 40%
What will those conversations enable? The ability to push what’s humanly possible with drones, robotics and AR.
Another area where the IoT is powering the enterprise? Resource optimization. Not just power and water, but something every bit as valuable.
Time.
Customers don’t want to wait for service, especially if the service they’re waiting for is an elevator.
Yet if you’re the owner of a high-rise hotel or apartments, there’s only so much space you can devote to elevator bays. The solution?
Fit smarter elevators into less space. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
By applying predictive analytics to centuries-old technology, Schindler Elevator has created responsive elevators. How? Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
Traffic is anticipated and passengers are “clustered” to cut wait times in half. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
Because of this data- driven approach, fewer elevators are needed, freeing up valuable square footage. And energy costs? Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
They’re reduced by as much as 40%. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
Data can also be used to predict something else — failures before they occur.
By embracing the IoT, manufacturers can reduce the downtime of the equipment they sell and service. Source: Flowserve.
CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS We’ve seen why digitizing business operations is a sweet spot. 01 02 03
So what resources do you need to have in place to gain momentum and make success repeatable across your enterprise?
Read the Enterprise.nxt report and find more thinking at HPE.com/nxt. Learn more about where you are in your transformation journey compared to other enterprises. Visit HPE.com/DTI. SHARE
Up next: Creating the engine for digital transformation. SHARE

More Related Content

Hitting Back Against Disruption

  • 1. Hitting Back Against Disruption How focusing on a digital transformation sweet spot pays off.
  • 2. Find the sweet spot on a club or bat and you’ll know it instantly — not just by the sound and the feel — but by how easy and how far the ball flies.
  • 3. As enterprises, identifying and coming back to a sweet spot delivers similar results. Maximizes our forward momentum and investment potential. Makes our success repeatable across the enterprise.
  • 4. Where does that momentum take you? That depends in part on which of the three transformation models you focus on.
  • 5. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” Improves agility, frees up IT budget for innovation.IT Transformation
  • 6. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” C in li Capable of disrupting industries but is rare, like a grand slam or hole in one. Im in b Business Model Transformation IT Transformation
  • 7. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.” C in li Improves customer experience, products/ services and core operations. Im in b Business Operations Transformation Business Model Transformation IT Transformation
  • 8. Getting the most momentum from your efforts? It comes from using digital to transform the three areas of business operations.
  • 9. Digital leaders are improving customer experience. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 01
  • 10. For starters? They’re removing friction from the experience. Home mortgages are a great example.
  • 11. Typically, a homebuyer gathers personal papers. Goes to the bank. Fills in multiple forms. Sits back and waits.
  • 13. But what if digital reduced both the number of steps and the time each step takes? What would that look like?
  • 14. Go online. Answer a few questions. Give lender electronic permission to access paystub and bank records.
  • 16. This is the new frictionless customer experience that lenders like Rocket Mortgage are pioneering.
  • 17. But what if customers don’t initiate the experience?
  • 18. Spotify, Netflix and Amazon’s recommendation engines all use data analytics to help consumers. What can we take from their successes?
  • 19. You have valuable assets that start-ups don’t — your customers. The key to keeping them?
  • 20. Using digital to improve customer experience.
  • 21. Next, let’s think about how digital can help us gain momentum in another area. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 02
  • 22. Thermostats, doorbells, fitness trackers, watches, garage doors. Jet engines, tractors, industrial pumps.
  • 23. The one thing these once traditional products have in common besides growing market share?
  • 24. They’ve all been transformed by the infusion of digital.
  • 25. Let’s look at how a digitally enabled product is upping happiness at Walt Disney Parks and Resorts.
  • 26. In past years, park- goers arrived at the gates loaded down with tickets, ride passes, resort key cards, their wallet and a camera. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 27. And that’s not counting the strollers and other items many families had to bring. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 28. Magical? Hardly. But what if a wristband streamlined the entire park-going experience? Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 29. Now, park-goers can link their tickets, ride passes, credit cards and Disney Resort hotel cards to the MagicBand. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 30. Going through the main gate? Paying for a meal? Buying a T-shirt from a gift store? Entering your on-resort room? Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 31. Simply hold the MagicBand near a sensor. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 32. Future iterations will make the experience increasingly personalized. All thanks to the seamless collecting and communicating of data. Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
  • 33. As consumers, we’re starting to expect digitally enabled products as the new normal. Our next step?
  • 34. To find ways to translate into our business lives what we love and expect as consumers.
  • 35. Next, let’s look at how enterprises are conquering new ground.
  • 36. Rolls-Royce. Coca-Cola. T-Medical. Enterprises are transforming products into services in virtually every industry, including an unexpected one:
  • 38. For farmers, tracking changing soil and weather conditions is part science, part experience. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 39. John Deere is making the science part easier. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 40. Sensors on the farmer’s equipment gather real-time data on soil temperature, nutrients and moisture levels. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 41. The sensors even suggest more efficient paths for plowing. The result? Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 42. All the real-time data helps the farmer increase crop yields and profits. And John Deere? Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 43. It’s transformed a product into a service, creating an entirely new source of revenue. Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
  • 44. What can we learn from the digital leaders?
  • 45. Look for ways that apps and data can be added to our products to create new value over time. Just as important?
  • 46. Look for ways that sensors and data science can be added to existing products to create an entirely new service.
  • 47. We’ve seen what makes products and services an operational sweet spot. Next?
  • 48. Let’s look at the final area you can transform to drive your enterprise forward. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS 03
  • 49. First, what do we define as core operations? That depends in part on your industry.
  • 50. Core operations is making things.
  • 51. Core operations is transporting people from point A to point B.
  • 52. Core operations is your supply chain.
  • 53. Core operations is patient scheduling.
  • 54. Core operations is virtually any function that is core to what you make or do.
  • 55. With all the things that comprise core operations, it’s no surprise it makes up a sizable portion of the enterprise budget.
  • 56. Gaining even a modest amount of efficiency through digital transformation can add up to billions saved every year.
  • 57. One area where many digital leaders are focusing to improve core operations?
  • 59. Source: IDC. By 2020, it’s estimated a whopping 40% of the world’s data will come from machines talking to machines through the cloud. 40%
  • 60. What will those conversations enable? The ability to push what’s humanly possible with drones, robotics and AR.
  • 61. Another area where the IoT is powering the enterprise? Resource optimization. Not just power and water, but something every bit as valuable.
  • 62. Time.
  • 63. Customers don’t want to wait for service, especially if the service they’re waiting for is an elevator.
  • 64. Yet if you’re the owner of a high-rise hotel or apartments, there’s only so much space you can devote to elevator bays. The solution?
  • 65. Fit smarter elevators into less space. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
  • 66. By applying predictive analytics to centuries-old technology, Schindler Elevator has created responsive elevators. How? Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
  • 67. Traffic is anticipated and passengers are “clustered” to cut wait times in half. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
  • 68. Because of this data- driven approach, fewer elevators are needed, freeing up valuable square footage. And energy costs? Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
  • 69. They’re reduced by as much as 40%. Vele Galovski and Harald Kopp, Technology Services Industry Association blog, “How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
  • 70. Data can also be used to predict something else — failures before they occur.
  • 71. By embracing the IoT, manufacturers can reduce the downtime of the equipment they sell and service. Source: Flowserve.
  • 72. CUSTOMER EXPERIENCE PRODUCTS/ SERVICES CORE OPERATIONS We’ve seen why digitizing business operations is a sweet spot. 01 02 03
  • 73. So what resources do you need to have in place to gain momentum and make success repeatable across your enterprise?
  • 74. Read the Enterprise.nxt report and find more thinking at HPE.com/nxt. Learn more about where you are in your transformation journey compared to other enterprises. Visit HPE.com/DTI. SHARE
  • 75. Up next: Creating the engine for digital transformation. SHARE