Suddenly I am a Software Company

2 © 2015 GlobalLogic Inc. All Rights Reserved.
Your company is very
successful
You are a respected
player in your market,
and have a significant
market share

You are no stranger
to software
You have engineers —
hundreds or even
thousands of them,
processes, tools…

But over the last 5
years or so, you’ve
had an increasing
sense that something
fundamental has
changed.
Nimble competitors,
enabled by software,
have begun to
encroach on your
market and to
introduce new
business models

You may have bought or
caught up with some of
these competitors—but new
ones keep sprouting up all the
time.
You can’t buy them all, and
they are eroding your market
ownership
You may have hired in
special skills—data scientists,
designers, mobile app
developers, cloud specialists —
and while you got new
functionality, the fundamentals
of your business stay the
same
You may even have brought in
new leadership, including a
digital transformation officer or
head of design —
but much of the company
continues to act as it always
has

Like all of us, you see
the disruption around
you.
Established players
are under threat or
even have been
driven from the market
by radically new
business models

8
OTTTelcos
© 2015 GlobalLogic Inc. All Rights Reserved.
Image: conventional switches,
Antennas, heavy infrastructure
Of Telcos
All rights reserved. Material provided herein is the property of its respective owner

9
Travel and transportation
Sharing Economy
Access not Ownership

10
Retail and consumer packaged goods
“Showrooming”
Same-day delivery

11
Financial institutions
Peer-to-peer

12
Healthcare
Wellness-based
care

13
Media
Direct to consumer
Self-publishing

What do all
of these
transformations
have in common?
Software, connectivity and
data-driven “intelligence”
take capital investment
and human staff out of the
value chain, enabling new
“intelligent systems-driven”
business models
This transformation
requires more than an
app, or a modernized
software system

For most businesses, the
focus has been on the
type of work that they do:
banking, retail, etc.
Software and even
customers existed to
support the business
Software
Business
Customer
CIO
CMO

In a digital world
the value comes
from the
relationship with
the customer,
and software is at
the core of the
business strategy
Software
Business
Software
Business
Customer
Customer

“I woke up this morning
and we are now a
software company!”

18
Purchase
First-Use
Existing and Emerging Needs
Systems of Value
Product & Service Interactions
Interfaces
Business/Customer Life-cycle Channels & Applications
Platforms
Products &
Services
Analytics & Insights
Data
Renew
Replace
Ongoing Use Support
Awareness Consideration
This means things like: user-centered, design-led development:
User needs and user adoption drives evolution — not internal considerations
and hypothesis alone

19
This means new “user-centric” processes, like Lean and Agile
Accelerate growth
Gather Insights
01
Form
Hypothesis
02
Prioritize
Hypothesis
03
Identify a problem worth solving Build something people want
Customer Need Market Opportunity
Technical Capabilities Opportunities in Data
Test and move on as
quickly as possible against
metrics
02
Continue until MVP validated
(>40% of customers would be
disappointed without product)
or funds run out
03
Update lean canvas
04
Run a series of
experiments to build
MVP
01
Identify product promise, business
model, optimize and scale
01
Design and build
production application
03
Define product backlog
and roadmap
02
Sales and Marketing
04
Continuous discovery
and delivery
05
Learn Build
Measure
Ideas
CodeData
Product/solution fit Product/market fit Scale
Learn Build
Measure
Ideas
CodeData

Power in a company tends
to align around current
sources of revenue
Far from being welcomed,
in many companies new
business models are
seen as a threat to the
current leaders and even
to the company’s identity
This means new software and user-centric business models
IoT
Omnichannel
Wearables
Sharing
Economy
Real Time
Intelligence
API’s
Cloud
XaaS
Access not
Ownership

21
Bridging the CIO/CMO Disconnect
©2015 GlobalLogic Inc. All Rights Reserved.
http://www.businesscloudnews.com/2014/04/22/dont-you-for get-about-me-br inging-the-cio-and-cmo-together/
“Increased customer demands and the digitization of everything is forcing CMOs to be more quantitative,
accountable, and tech savvy, while CIOs are being forced to really understand business and market
drivers – and the impact that data and technology can have in enabling marketers to perform better.”
CIO CMO
- Loyalty Today
CIO CMO

Suddenly I am a Software Company

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