Digital Transformation Templates.ppt

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PowerPoint Templates & Diagrams
Digital Transformation
Framework Templates
Invest in
Training
5
Use New
Methods of
Selecting
Candidates
4
Develop a
Well-planned
Website
3
Communicate
through Social
Media
2
Get
Acquainted
with Digital
Talent
1
Acquire Talent
in Groups
6
Talent
Planning
Talent
Retention
1
4 3
Talent
Acquisition
Talent
Development
2
Organization

2
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Presentation Overview
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This is a compilation of business framework slides and templates related
to established Digital Transformation models
This document is a compilation of template and diagram slides of business frameworks related to
Digital Transformation. The following frameworks are included:
• Big Data Enablement Framework
• Blockchain Series: Technology Overview and
Examples
• Capabilities Architecture Planning (CAP)
• Customer Decision Journey and Social Media
Strategy
• Customer Experience
• Digital Leadership
• Digital Maturity Model
• Digital Organizational Design
• Digital Talent Lifecycle
• Digital Transformation Strategy (Primer)
• Digital Transformation: Value Creation &
Analysis
• Enterprise Architecture for Digital Strategy
• Intelligent Process Automation (IPA)
• Internet of Things (IoT) Decision Framework
• Levers of IT Simplification
• Mobile Customer Journey and Experience
Design
• Mobile Strategy Primer
• Robotic Process Automation (RPA)
• Six Building Blocks of Digital Transformation
• Social Media Management

3
Want to achieve Excellence in Digital Transformation?
Become your organization’s resident expert on Digital Transformation by
leveraging our best practice frameworks.
Our frameworks are based on the thought leadership of leading consulting firms, academics, and
recognized subject matter experts.
Learn implementation approaches to directly link core concepts to execution.
Digital Transformation is being embraced by organizations of
all sizes across most industries, as the role of technology
shifts from being a business enabler to a business driver.
In the Digital Age today, technology creates new
opportunities and fundamentally transforms businesses in all
aspects—operations, business models, strategies. It not only
enables the business, but also drives its growth and can be a
source of Competitive Advantage.
Digital Transformation Stream
https://flevy.com/browse/stream/digital-transformation
Click Here

4
Want to achieve Excellence in Innovation Management?
Become your organization’s resident expert on Innovation Management by
To be competitive and sustain growth, we need to constantly
innovate.
Ironically, the more we grow, the harder it becomes to
innovate. Large organizations are far better executors than
they are innovators. To effectively manage the Innovation
process, we need to master the art and science of Innovation.
Adopt and adapt our best practices frameworks to help drive
and manage Innovation.
Innovation Management Stream
https://flevy.com/browse/stream/innovation
Click Here

5
Want to achieve a Excellence in Customer-centric Design (CCD)
Become your organization’s resident expert on Customer-centric Design (CCD)
by leveraging our best practice frameworks.
In the Digital Age, advances in technology, communication,
data, and analytics have given rise to a more empowered
global customer.
Thus, increasingly more organizations are seeking to invest
and focus on CCD. A clear understanding of customer needs
and behaviors across the organization will help drive
profitable growth strategies and provide the confidence to
invest in opportunities, while remaining within tight budgets.
Customer-centric Design Stream
https://flevy.com/browse/stream/customer-centric-design
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6
Insert headline
Big Data Enablement Framework – TEMPLATE
Source: Enabling Big Data, BCG, May 2014
Opportunities
Build a culture of innovation and
experimentation.
Platform
Leverage flexible, scalable, and
efficient data systems.
Participation
Identify strategic partners that can help
unlock new economic opportunities.
Trust
Establish trust among consumers
to enable broad use of their data.
Organization
Develop capabilities to implement and
leverage relevant data applications.
Relationships
Create an open culture to support
partnering and the sharing of data.
3
Data Ecosystem
2
Data Engine
1
Data Usage
Source material: Big Data Enablement Framework
https://flevy.com/browse/flevypro/big-data-enablement-framework-2906

7
Insert headline
Big Data Enablement Framework – TEMPLATE ALTERNATE
Source: Enabling Big Data, BCG, May 2014
Platform
Leverage flexible, scalable,
and efficient data systems.
Organization
Develop capabilities to
implement and leverage
relevant data applications.
Data Engine
Opportunities
Build a culture of innovation
and experimentation.
Trust
Establish trust among
consumers to enable broad
use of their data.
Data Usage
Participation
Identify strategic partners that
can help unlock new economic
opportunities.
Relationships
Create an open culture to
support partnering and the
sharing of data,
Data Ecosystem
3
1 2
Source material: Big Data Enablement Framework
https://flevy.com/browse/flevypro/big-data-enablement-framework-2906

8
Insert headline
Blockchain Transaction Process – TEMPLATE
Source Material: Blockchain Series – Technology Overview and Examples
https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
Source: Blockchain in Banking: A Measured Approach, Cognizant, 2016; Attribution: Icons designed by Eezy
The transaction is added to an
online transaction ledger
encrypted with a digital security
code.
The code of the transaction is
sent to a large network, where it is
confirmed without compromising
private information. This also
eliminates the need for a central
authority.
Once a transaction is
confirmed and validated by
several parties, it exists on
the ledger of each as a
permanent and unchangeable
record of the transaction.
The transaction
information is
recorded and the
transaction is
completed.
ENCRYPTION VALIDATION DISTRIBUTION

Text
Text Text
Text Text


9
Insert headline
Blockchain Transaction Example (Bitcoin) – TEMPLATE
Dave owes June money for coffee.
He installs an app on his
smartphone to create a new
Bitcoin wallet. A wallet app is like
a mobile banking app and a wallet
is like a bank account.
To pay her, he needs two
pieces of information: his
private key and her public
key.
Dave receives June’s public key by
scanning a QR code from her
phone, or by having her email him
the payment address (a hash string
of numbers and letters).
This app alerts Bitcoin miners
around the world of the
impending transaction, who
provide transaction verification
services.
The miners verify
that Dave has
enough Bitcoin
funds to make the
payment.
Many transactions occur in the
network simultaneously. All the
pending transactions in a given
timeframe are grouped in a “block” for
verification.
The new block is put in the network,
so that miners can verify if its
transactions are legitimate.
Verification is accomplished by
computing cryptographic
computations.
When a miner solves the
cryptographic problem,
the discovery is
broadcasted to the rest
of the network.
Attribution: Icons designed by Eezy Inc.
1 2 3 4 5 6 8
7

10
FINANCIAL
Insert headline
Blockchain Use Cases – TEMPLATE
Source: Let’s Talk Payments
NON-FINANCIAL
Other
Gold & silver
Ride
sharing
Data Storage
Gaming
Currency
exchange &
remittance
P2P
transfers
Trading
platforms
Spritzle
MUNA
PlayCoin Play
Stellar
Fundrs.
org
Cryptosigma
BitnPlay
App deve-
lopment
Blockchain in
loT
Network
Infra-
structure &
APIs
Reviews/
Endorsement
Asimov
Assembly
ePlug
BitHealth
Follow
my vote
Digital
Tangible
Diamonds
Real estate
Smart
Contracts
Otonomos
Marketplace MyPowers
Digital
Identity
UniquID
One
name
Authen-
tication &
Authorization
Degree of
Trust
Everpass
Digital
Content/
documents,
storage &
delivery
Bitproof Ascribe ArtPlus

11
Create a dedicated oversight team for the Transition
Restructure the existing system
Delineate a new capabilities system
Pre-test the new system
Scale up the successful Pilot results
Insert headline
CAP Implementation Process – TEMPLATE
Source Material: Capabilities Architecture Planning (CAP)
https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
1
2
3
4
5
Source: Enterprise Architecture Planning 2.0, PwC, 2016

12
Create a
dedicated
oversight team
for the Transition
Restructure the
existing system
Delineate a new
capabilities
system
Pre-test the new
system
Scale up the
successful Pilot
results
Insert headline
CAP Implementation Process – TEMPLATE ALTERNATE
1 2 3 4 5
Source: Enterprise Architecture Planning 2.0, PwC, 2016
• Filler text, filler text,
filler text, filler text
Source Material: Capabilities Architecture Planning (CAP)
https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970

13
Insert headline
McKinsey Customer Decision Journey – TEMPLATE
Source Material: Customer Decision Journey and Social Media Strategy
https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
Initial
Consideration
Set
Moment of
Purchase
Active Evaluation
Post-purchase Experience
1
3
2
4
Ongoing exposure
Source: Consumer Decision Journey, McKinsey & Co., 2009

14
Brand Monitoring Crisis Management Referrals and
Recommendations
Brand Content
Awareness
Product Launches
Targeted Deals and
Offers
Customer Service Fostering
Communities
Customer Input
Brand Advocacy
Initial
Consideration
Active
Evaluation
Moment of
Purchase
Post-purchase
Experience
Continuation
of Evaluation
Insert headline
Social Media on Customer Decision Journey – TEMPLATE
Source: Demystifying Social Media, McKinsey & Co., 2012
1
2
3
4
1. Monitor
social channels for
trends, insights
2. Respond
to consumers’
comments
3. Amplify
current positive
activity and tone
4. Lead
changes in behavior
or sentiment
Phases of Journey
Source Material: Customer Decision Journey and Social Media Strategy
https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251

15
Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE
Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture
Source Material: Customer Experience
https://flevy.com/browse/flevypro/customer-experience-2252
Promise Evaluate Delivery
Discover Purchase
Use
Consider

16
Insert headline
Digital Leadership Core Actions – TEMPLATE
Source Material: Digital Leadership
https://flevy.com/browse/flevypro/digital-leadership-3190
Source: Digital Leadership, Deloitte, 2015
Keep Focused
on
Outcomes
Set a Vision
Clarify the
Team Roles
Advise, Don’t
Dictate
Make Roles
Fluid

17
Insert headline
Digital Leadership Core Actions – TEMPLATE ALTERNATE
Keep Focused
on Outcomes
Set a Vision
Clarify the
Team Roles
Advise, Don’t
Dictate
Make Roles
Fluid
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text
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text, filler text, filler text

18
Insert headline
Digital Leadership Characteristics – TEMPLATE
Be Smart and Mobile
Allow Failure to Happen
Foster a Culture of Sharing and
Model Values
Leverage on “T-shaped” Talent
to Create Diverse Teams
Be Flexible, Adaptable, and
Collaborative
1
3
5
7
9
Provide Interactive Feedback and Use
Social Platforms to Engage
Thrive on Working in a Networked
Environment
Create a Personal Following
Drive Analytics-based
Decision making
2
4
6
8

19
Insert headline
Digital Maturity Model – TEMPLATE
Digital Maturity
Strategic
Value
Initiate
Optimize
Automate
Transform
Improve
1 Radiate
2 Align
3
6
4
5
7
Crawl Walk Run
Source: Digital Maturity Model 2.0, Sitecore, 2012
Source Material: Digital Maturity Model
https://flevy.com/browse/flevypro/digital-maturity-model-2250

20
Insert headline
Digital Maturity Model Capabilities – TEMPLATE
Digital Maturity
Strategic
Value
Initiate
1 Radiate
2 Align
3
Transform
6
Optimize
4 Automate
5
Improve
7
Design (one size fits all)
Real-time (Web) Analytics
Traffic Acquisition (SEO, SEM)
Email Marketing (basic)
Design (responsive)
Engagement Analytics
Email Marketing (segmented)
Content Distribution (multi-channel)
Social (share)
Sales Enablement (reporting)
E-commerce (disconnected)
Design (Device-aware)
Predictive Analytics
Traffic Acquisition (SEO & bid management)
Email Marketing (automated)
Content Distribution (cross-channel dialogue)
Social (engage)
Sales Enablement (CRM integration)
E-commerce (integrated)
Social (listen)
Campaign Management
Testing (A/B & MV)
Profile Content & Visitors
Campaign Attribution
Community (integrated cross-channel)
Testing (automated)
Central Hub for Profiles
Community (established)
Personalization Recommendations
Automation (basic) Machine Learning
Adaptive Print
Behavioral Targeting
Automated Decision
Big Data Predictions
Data Lake
Source Material: Digital Maturity Model
https://flevy.com/browse/flevypro/digital-maturity-model-2250

21
Insert headline
4 Types of Digital Organizations – TEMPLATE
Source Material: Digital Organizational Design
https://flevy.com/browse/flevypro/digital-organizational-design-3189
Source: The Structure of a Digital Enterprise, Deloitte, 2015
DIGITAL
ORGANIZATIONS
1 2
4 3
The Tactical
Model
The Centralization
Model
The Business As
Usual (BAU) Model
The Champion
Model

22
Insert headline
4 Types of Digital Organizations – TEMPLATE ALTERNATE
DIGITAL
ORGANIZATIONS
The Tactical Model
The Business As Usual (BAU) Model
The Centralization Model
The Champion Model
1
4
2
3
• Insert filler text, filler
text, filler text, filler
text
text
text

23
Digital
Operations
5
Organization
and Talent
4
Products and
Services
3
Insert headline
5 Areas of Evaluation (Digital Readiness) – TEMPLATE
Customer
Engagement
2
Strategy and
Leadership
1
Insert filler text, filler
text, filler text.
text, filler text.
text, filler text.
text, filler text.
text, filler text.

24
Insert headline
Digital Talent Lifecycle – TEMPLATE
Source Material: Digital Talent Lifecycle
https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
Source: Managing the Digital Talent Lifecycle, Deloitte, 2015
Organization
Talent
Planning
Talent
Acquisition
Talent
Retention
Talent
Development
1 2
4 3

25
Insert headline
Digital Talent Lifecycle – TEMPLATE ALTERNATE
Source: Managing the Digital Talent Lifecycle, Deloitte, 2015
Organization
1 2
4 3
Talent
Planning
Talent
Acquisition
Talent
Retention
Talent
Development

26
Insert headline
Talent Acquisition Key Actions – TEMPLATE
Invest in
Training
5
Use New
Methods of
Selecting
Candidates
4
Develop a
Well-planned
Website
3
Communicate
through Social
Media
2
Get
Acquainted
with Digital
Talent
1
Acquire Talent
in Groups
6
Talent
Planning
Talent
Retention
1
4 3
Talent
Acquisition
Talent
Development
2
Organization
KEY ACTIONS

27
Insert headline
Talent Development Key Actions – TEMPLATE
Measure the
Outputs
4
Learn from
Digital Natives
3
Deliver Learning
Digitally
2
Define the
Employee
Journey
1
Talent
Planning
1 Talent
Acquisition
2
Organization
KEY ACTIONS
Talent
Retention
4 3
Talent
Development

28
Insert headline
6 Technology Trends – TEMPLATE
Social
Media
Cloud
Big Data
& Analytics
Internet
of Things
Mobility
Cyber-
security
Digital
Transformation
Source Material: Digital Transformation Strategy (Primer)
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253

29
Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models
Insert headline
8 Levers to Digital Transformation – TEMPLATE
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT
Demand
Generation
Search &
Selection
Customer
Purchase
Process
Customer
Experience
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
Business Driver Levers Business Enabler Levers
1 2 3 4 5 6 7 8

30
Insert headline
8 Levers to Digital Transformation – TEMPLATE ALTERNATE
filler text, filler text.
Demand Generation Reach & Selection Customer Purchase Process Customer Experience
GROWTH DRIVERS
Demand
Generation
Search &
Selection
Customer
Purchase
Process
Customer
Experience
1 2 3 4
Process Efficiency Asset Utilization New Business Models
OPERATIONAL IMPROVEMENT
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
5 6 7 8
DIGITAL TRANSFORMATION
Business
Driver
Levers
Business
Enabler
Levers

31
Insert headline
Search & Selection Channels – TEMPLATE
Search… Go
SOCIAL DEVICE
SEARCH
WEBSITES

32
Insert headline
Sources of Digital Value – TEMPLATE
Source Material: Digital Transformation - Value Creation & Analysis
https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
Source: Finding Your Digital Sweet Spot, McKinsey, 2013
Enhanced
Connectivity
Automation of
Manual Tasks
Improved
Decision Making
Product or
Service
Innovation
1 2
4 3

33
Insert headline
Digital Value Chain Model – Template
Source: Finding Your Digital Sweet Spot, McKinsey, 2013
Product &
Service
Innovation
Customer
Experience
Enhanced
Corporate
Control
Distribution,
Marketing,
& Sales
Risk
Optimization
Digital
Fulfillment
Enhanced
Connectivity
Automation
of Manual
Tasks
Improved
Decision
Making
Product or
Service
Innovation
• Filler text, filler text, filler
text, filler text
text, filler text
text, filler text
text, filler text

34
Insert headline
Horizons of Digital Transformation – TEMPLATE
Digital Norm
Digital Storm
Digital Form
• Filler text, filler text, filler text,
filler text
filler text
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filler text
filler text
filler text
filler text
filler text
filler text

35
Insert headline
Enterprise Architecture Domains – TEMPLATE
Strategy
Performance
Architecture
Business
Transformation
/ EA Roadmap
Service /
Application
Architecture
Infrastructure /
Technical
Architecture
Business
Architecture
Information /
Data
Architecture
Source Material: Enterprise Architecture for Digital Strategy
https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647

36
Insert headline
Enterprise Architecture for Digital Strategy – TEMPLATE
Customer
Architecture
Market
Architecture
Information /
Data
Architecture
Service /
Application
Architecture
Brand
Architecture
Infrastructure /
Technical
Architecture
Business
Architecture
Strategy
Performance
Architecture
Business
Transformation
/ EA Roadmap
Source Material: Enterprise Architecture for Digital Strategy
https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647

37
Insert headline
Fourth Industrial Revolution – TEMPLATE
Source Material: Intelligent Process Automation (IPA)
https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770
First Industrial
Revolution
Second Industrial
Revolution
Third Industrial
Revolution
Fourth Industrial
Revolution
We are here

38
Insert headline
5 Core Technologies of IPA – TEMPLATE
Source: Intelligent Process Automation: The Engine at the Core of the Next-generation Operating Model, McKinsey, 2017
Robotic Process
Automation
(RPA)
Machine
Learning (ML) &
Advanced
Analytics
Smart Workflow
Natural
Language
Generation
(NLG)
Cognitive
Agents
1 2 3 4 5
text, filler text
text
text
text
text, filler text
text
text
text
text, filler text
text
text
text
text, filler text
text
text
text
text, filler text
text
text
text

39
Insert headline
Operating Model
Alignment
IPA
Portfolio
Buildout
Minimu
m Viable
Product
(MVP)
Develop
ment
Value
Creation
Capabilit
ies
Develop
ment
Change
Manage
ment
IPA Transformation Process – TEMPLATE
1 2 3 4 5 6
• Insert filler text,
filler text
filler text
filler text
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filler text
filler text
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filler text
filler text
filler text
filler text
filler text
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filler text

40
Insert headline
Internet of Things (IoT) Technology Stack – TEMPLATE
Source Material: Internet of Things (IoT) Decision Framework
https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
Source: TechProductManagement, Elizalde, 2016
Device hardware Device Software Communications Cloud Platform
Cloud
Applications

41
Insert headline
Key Decision Areas – TEMPLATE
User
Experience (UX)
Data
Security Technology
Business
Standards
and
Regulations
1 2
5 4
6 3

42
Decision
Areas
Insert headline
IoT Decision Framework – TEMPLATE
Device
Hardware
Device
Software
Communi-
cations
Cloud
Platform
Cloud
Applications
The IoT Technology Stack
UX
Data
Business
Technology
Security
Standards & regulations
1
6
11
16
21
26
2
7
12
17
22
27
3
8
13
18
23
28
4
9
14
19
24
29
5
10
15
20
25
30

43
Insert headline
Complexity Causes, Patterns, and Levers – TEMPLATE
Source Material: Levers of IT Simplification
https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
SELECT CAUSES FOR
COMPLEXITY
SIMPLIFY IT LEVERS
DOMINANT COMPLEXITY
PATTERNS
Cause Simplified by
Fast growth
Incomplete post merger
integration
Low maturity of business-IT
collaboration
Continued cost pressures
Data landscape complexity
Business-IT governance and
IT process complexity
Application and IT-
infrastructure landscape
complexity
Intelligent demand
management
Application and data
simplification
Infrastructure-technology-
pattern reduction
Simplified IT organization
and an enabled IT workforce
Effective governance and
simplified processes
Shared-services model and
optimized sourcing

44
Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE
IT Demand
Management
IT Organization
and Workforce
Application
and Data
Landscape
IT Location
and Sourcing
Setup
IT
Infrastructure
IT Governance
and Processes

45
Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE ALTERNATE
AREAS OF IT
COMPLEXITY
IT Location
and Sourcing
Setup
Application
and Data
Landscape
IT Demand
Management
IT Governance
and Processes
IT
Infrastructure
IT
Organization
and Workforce

46
Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE
Source Material: Mobile Customer Journey and Experience Design
https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722
Evaluation
Purchase
Consideration
Awareness
Customer
Loyalty
Advocacy
Customer
Experience
FORMULATION COMMERCE
POST-COMMERCE
PRE-COMMERCE

47
Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE ALTERNATE
FORMULATION COMMERCE
POST-COMMERCE
PRE-COMMERCE
Evaluation
Purchase
Consideration
Awareness
Customer
Loyalty
Source Material: Mobile Customer Journey and Experience Design
https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722

48
Insert headline
Mobile Strategy Approach – TEMPLATE
Source Material: Mobile Strategy Primer
https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012
Discover new ways to interact with customers along
the Purchase Funnel
Seize new market opportunities
Make mobile platforms a key element in our omni-
channel marketing strategy
1
2
3

49
Insert headline
Mobile Strategy Approach – TEMPLATE ALTERNATE
1
Discover new ways to interact with
customers along the Purchase Funnel
Seize new market opportunities
Make mobile platforms a key element in our
omni-channel marketing strategy
2
3
• Filler text, filler text, filler text, filler text
text, filler text
text, filler text

50
Insert headline
BCG Purchase Funnel – TEMPLATE
 Filler text, filler text, filler text, filler text
Awareness (Push)
Interest/information (Pull)
Purchase/
Experience
Loyalty
Recommendation
(Push)

51
Insert headline
BCG Purchase Funnel – TEMPLATE ALTERNATE
Insert bumper.
Awareness (Push)
Interest/information (Pull)
Purchase/
Experience
Loyalty
Recommendation
(Push)
 Filler text, filler text, filler
text, filler text
text, filler text
text, filler text
text, filler text

52
Insert headline
RPA Benefit Areas – TEMPLATE
Source Material: Robotic Process Automation (RPA)
https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746
Improved Employee and
Customer Satisfaction
1
Accelerated Productivity
Gains
2
Enhanced Compliance
3
filler text
filler text
filler text
filler text
filler text
filler text
filler text
filler text
filler text

53
Insert headline
RPA Deployment Approach – TEMPLATE
Source: Robot Process Automation, Capgemini Consulting, 2016
1 2 3 4 5 6
DEFINE RPA PERIMETER
 Identify RPA eligible processes and activities
 For reach process, determine:
1. Is it ready for RPA?
2. Is there potential for RPA?
3. Has RPA potential, but needs to be
adjust first
CHOOSE THE APPROPRIATE RPA SOLUTION
 Choose whether you should:
1. Develop our own in-house solution
2. Buy a market solution with a proven track-
record
 Develop KPIs for productivity improvement
tracking
 Set up appropriate governance
 Study impacts on processes not in the
scope of RPA, but that might be affected
 Review our competency model
 Map the target organization
STUDY IMPACTS ON THE TARGET
OPERATING MODEL
Source Material: Robotic Process Automation (RPA)
https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746
OPTIMIZE EXISTING PROCESSES
 Seek performance improvement areas within
processes having RPA potential
 Get rid of redundancies and process
inefficiencies prior to RPA implementation
DEFINE THE REQUIRED SPAN OF CONTROL
 The desired relationship between our
virtual/RPA and human workforce
 Define the “man-to-machine ratio” we deem
appropriate for our organization
BUILD A DEPLOYMENT PLANNING
 Plan programming or solution
integration
 Plan change management actions
 Identify potential risks and build risk
mitigation planning

54
Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE
Source Material: Six Building Blocks of Digital Transformation
https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015
STRATEGY AND
INNOVATION
CUSTOMER DECISION
JOURNEY
ROBOTIC PROCESS
AUTOMATION (RPA)
ORGANIZATION
TECHNOLOGY
BIG DATA AND
ANALYTICS
2
1
3 4
5 6
Focus on future value
and drive fueled by
experimentation
Reinvented processes
and customer journeys
through automation and
agile processes
Deep analysis and
ethnographic research to
understand how and why
customers make decisions
Agile, flexible, and
collaborative processes and
capabilities that follow strategy
Usable and relevant customer
analytics tied to goals and
strategies
2-speed IT to support
core functions and rapid
development

55
Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE ALTERNATE
Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015
STRATEGY
AND
INNOVATION
CUSTOMER
DECISION
JOURNEY
ROBOTIC
PROCESS
AUTOMATION
ORGANIZATION
TECHNOLOGY BIG DATA
AND ANALYTICS

56
The Digital Striver
leverages the
advantages of digital
to compete in existing
markets an potentially
disrupt their own
business model.
An example would be
applying digital
technologies to
compete at lower
prices across more
channels at scale.
The Evolver takes
actions to defend and
exploit its current
competitive
advantages and
effective business
models.
The Market Matcher
leverages existing
assets to evolve its
operating model and
customer
relationships. It
focuses on building
capabilities to move
quickly into new
markets when they’ve
been identified.
The pure-play Digital
Disrupter, as the
name suggests,
enters new markets
and redefines the
rules of competition
through price,
experience, or
product by leveraging
emerging Digital
technologies.
The Ecosystem
Shaper define the
standards that govern
the competitive
ecosystem. This type
of organization
shapes entire Value
Chains.
EVOLVER
MARKET
MATCHER
DIGITAL
STRIVER
DIGITAL
DISRUPTER
ECOSYSTEM
SHAPER
Insert headline
5 Types of Digital Strategy – TEMPLATE

57
The Evolver takes actions to defend and exploit its current competitive advantages and effective business models.
The Market Matcher leverages existing assets to evolve its operating model and customer relationships.
It focuses on building capabilities to move quickly into new markets when they’ve been identified.
The Digital Striver leverages the advantages of digital to compete in existing markets an
potentially disrupt their own business model. An example would be applying digital
technologies to compete at lower prices across more channels at scale.
The pure-play Digital Disrupter, as the name suggests, enters new markets
and redefines the rules of competition through price, experience, or product
by leveraging emerging Digital technologies.
The Ecosystem Shaper define the standards that govern the
competitive ecosystem. This type of organization shapes
entire Value Chains.
EVOLVER
MARKET
MATCHER
DIGITAL
STRIVER
DIGITAL
DISRUPTER
ECOSYSTEM
SHAPER
Insert headline
5 Types of Digital Strategy – TEMPLATE ALTERNATE

58
R&D Purchasing Production
Marketing &
Sales
After Sales
Insert headline
Social Media Value Chain – TEMPLATE
Source Material: Social Media Management
https://flevy.com/browse/flevypro/social-media-management-2945
Source: Social Media Management, Oliver Wyman, 2013
filler text, filler text,
filler text
filler text
filler text
filler text
filler text
filler text
filler text
filler text
filler text
filler text

59
Insert headline
Social Media Sophistication Levels – TEMPLATE
Source: Social Media Management, Oliver Wyman, 2013
 Social media decisions are largely
based on intuition and experience.
 Only little data exists on the success
of social media activities.
 There is no underlying plan for
communications via social media
platforms.
 The company has defined
guidelines on how to use and deal
with social media.
 Internal and/or external social
media data are available, but not
consolidated in a database.
 Sporadic reports on the success
of social media activities.
 Top management is not regularly
informed about the status of social
media activities.
 Social media activities comply with an
explicit social media strategy.
 Relevant data from internal and, if
appropriate, external sources are
consolidated in a consistent data
warehouse.
 User-friendly interfaces make data
warehouse analysis possible.
 Processes and results of social media
activities along the entire value chain
are measured.
 Communication channels and reporting
structures have been defined, ensuring
that all relevant parties are
comprehensively informed.
Best-in-class
Basic
Intuitive decisions and
weak processes
Data-based decisions
and strong processes

60
Insert headline
Social Media Management Framework – TEMPLATE
USAGE PERFORMANCE IMPACT
DEFINITION DERIVATION OPERATIONALIZATION
filler text
filler text
filler text
filler text
• Filler text, filler
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
text, filler text
• Filler text, filler text, filler text, filler text, filler text

61
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To be competitive and sustain growth, we need to constantly
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Ironically, the more we grow, the harder it becomes to
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In the Digital Age, advances in technology, communication,
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Thus, increasingly more organizations are seeking to invest
and focus on CCD. A clear understanding of customer needs
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