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Copyright © 2015 Earley Information Science1
Building a Digital
Transformation Roadmap
Copyright © 2015 Earley Information Science
Seth Earley
Paul Wlodarczyk
Dave Zwicker
Earley Information Science
Click to view the recording
of this webinar
Copyright © 2015 Earley Information Science2
Today’s Agenda
• Welcome & Housekeeping
– Session duration & questions
– Session recording & materials
– Take the survey!
• Key Issues & Considerations
– Dave Zwicker, CMO
Earley Information Science (@davezwicker)
• The Panelist Point of View
– Seth Earley, CEO,
Earley Information Science (@sethearley)
– Paul Wlodarczyk, VP, Client Services
Earley Information Science (@twitcontentguy)
• Expert Panel Discussion
• Questions & Answers
• Join the conversation: #earleyroundtable
Copyright © 2015 Earley Information Science3
Don't miss CMSWire's DX Summit 2015 —
a new event for marketing and technology
leaders who are defining the next
generation of digital customer experiences.
Visit DXSummit.com for the agenda,
speaking opportunities and registration
information.
Copyright © 2015 Earley Information Science4
Workshop: Assess Your Organization's Digital Maturity and Build the Right
Digital Marketing Roadmap
Today’s marketer is faced with an overwhelming number of choices and must
bring together numerous disciplines to best serve the customer and realize
meaningful business impact. This workshop will walk participants through the
various maturity stages in each of these areas and provide a framework for
assessing their organizations. The resulting maturity model will be applied to
identifying areas for investment that offer the greatest return and to developing
a comprehensive enterprise roadmap to guide future digital marketing
initiatives.
Seth Earley’s workshop Monday Nov 2
Copyright © 2015 Earley Information Science5
Case Study: Aligning MarTech with the Customer Journey (Ballroom)
Most marketers are familiar with the infographics that show hundreds or
thousands of technologies that can be considered part of the
ecommerce and digital experience ecosystem. These graphical
inventories of vendors and technologies primarily serve to scare and
intimidate business people and overwhelm the IT organization. Walk
through a case study of a manufacturer of motorsports vehicles facing
a technology revamp that impacted every aspect of marketing and
sales.
Seth Earley’s session Wednesday Nov 4th
Copyright © 2015 Earley Information Science6
Copyright © 2015 Earley Information Science
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science7
Digital Transformation is About Customer Focus
The realignment of, or new
investment in, technology
and business models to more
effectively engage digital
customers at every
touchpoint in the customer
experience lifecycle.
Altimeter Group
The State of Digital
Transformation
Copyright © 2015 Earley Information Science8
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science9
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science10
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science11
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science12
Building a Digital Transformation Roadmap
Copyright © 2015 Earley Information Science13
Building a Digital Transformation Roadmap
PUTTING IT ALL TOGETHER
Copyright © 2015 Earley Information Science14
• Defining your digital vision and strategy
• Building an information architecture foundation
• Integrating data silos and information systems
• Managing change and organizational alignment
• Realizing “quick wins” that show business impact
Key Issues and Considerations
Copyright © 2015 Earley Information Science15
Copyright © 2015 Earley Information Science
POLL
How would you describe your organization’s digital
transformation activities?
Copyright © 2015 Earley Information Science16
Copyright © 2015 Earley Information Science
Panelist Points of View
Copyright © 2015 Earley Information Science17
Seth Earley - Biography
Seth Earley
CEO and Founder
Earley Information Science
• Over 20 years experience in data science and technology, content and knowledge
management systems, background in sciences (chemistry)
• Current work in cognitive computing, knowledge and data management systems, taxonomy,
ontology and metadata governance strategies
• Co-author of Practical Knowledge Management from IBM Press
• Editor of Data Analytics Department IEEE IT Professional Magazine
• Member of Editorial Board Journal of Applied Marketing Analytics
• Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology
Council Metadata Project Committee
• Founder of the Boston Knowledge Management Forum
• Former adjunct professor at Northeastern University
• Guest speaker for US Strategic Command briefing on knowledge networks
• AIIM Master Trainer – Information Organization and Access
• Course Developer & Master Instructor for Enterprise IA and Semantic Search
• Long history of industry education and research in emerging fields
Copyright © 2015 Earley Information Science18
• Why Digital Transformation is an Imperative
• Getting Ahead of the Foundational Issues
• Understanding Your Digital Maturity
Seth Earley - Point of View
Copyright © 2015 Earley Information Science19
Key Industry Trends
E-business Transformation
• Late 90’s to early 10’s
• Removal of paper from processes
• Web functionality and front ends
• Emergence of web services
• Flattening of organizations
• Emerging communities and collaboration
• Siloes of functionality
• Purpose built tools
Digital Transformation
• Late 00’s to current
• Shifting of control to customer
• Social media growth and specialization
• Cross functional, enterprise view
• Omnichannel, personalized, contextualized
experience
• Emergence of cognitive applications
• Value chain disruption through distributed,
connected intelligent devices (Internet of
things)
Copyright © 2015 Earley Information Science20
• Increasing complexity of digital
engagement ecosystem
• Marketing driving customer
experience
• Faster clock speeds/agile
approaches incurring
significant technological debt
• Lack of funding/organizational
attention to enterprise
architecture, governance and
data quality
Key Industry Trends
Copyright © 2015 Earley Information Science21
Digital Transformation Fragmentation
Customer ExperienceDigital Commerce
Digital Marketing
Customer Support
Mobile Engagement
BI/Analytics
Copyright © 2015 Earley Information Science22
Unified Digital Transformation
Customer Experience
Digital CommerceDigital Marketing Customer Support Mobile EngagementLogistics/ Distribution
Unified Enterprise Digital Strategy, Architecture and Framework
Copyright © 2015 Earley Information Science23
• Multiple, sometimes misaligned efforts
• Imperatives driven by fear of missing out rather than identified
business need
• Many parts of the organization are implementing technologies
with a narrow scope of application and process architectures
• Out of control cloud based tools leading to data fragmentation
• Lack of clear metrics to monitor ROI and long term progress
Digital Fragmentation
Copyright © 2015 Earley Information Science24
Measuring here
(macro level -
outcomes)
Measuring here
(micro level - effects)
Data Sources
Working here
(product data,
taxonomy, search,
on-boarding
workflow, etc.)
Enterprise Strategy
Business Unit Objectives
Market Share
Time to market Wallet Share
Business Processes
Attrition programs Customer Satisfaction
CRM
Data Hygiene
Attribute Fill
Rates
Processes enable
objectives
LINKAGE
New accounts
Revenue Growth
Data supports (and
measures) processes
Objectives align with
strategy
Tracking DT Progress through
Multiple Tiers of Metrics
CEO: “Show me how web content will increase revenue.”
Conversions
Data Scorecards
Process Scorecards
Business Outcome Scorecards
Reference Data
Consistency
Copyright © 2015 Earley Information Science25
• Organizational habits,
processes, governance,
architecture change slowly
• Immature supporting
processes cannot keep pace
with tool capabilities
• Large scale technology
programs without executive
understanding of downstream
costs and impact
Currency of Technology vs
Ability to Absorb Change
Need to align roadmap with stages
of organizational maturity
Copyright © 2015 Earley Information Science26
• Clear understanding of digital and
process maturity
• Realistic budgeting of resources for
less visible programs (governance,
training, change management)
• Multiple metrics around progress (from
data to supporting processes to
business outcomes)
• Enterprise view of foundational
architecture
• Quick wins along the way to deal with
EADD (executive attention deficit
disorder)
Improving Chances of Success
Copyright © 2015 Earley Information Science27
Copyright © 2015 Earley Information Science
POLL
What group is driving digital transformation at your
organization?
Copyright © 2015 Earley Information Science28
Paul Wlodarczyk - Biography
• VP, Client Services & Industrial Practice Lead
• Joined Earley in 2008, with 30 years’ experience in unstructured content lifecycle and
related technologies (search, content management, classification, taxonomy, localization)
• Currently working with enterprises leading digital transformation projects
• Deep product lifecycle experience for high-tech discrete products, software, and batch
process manufacturing, and industry experience in consumer products, life sciences,
energy & water infrastructure, finance, insurance, and aerospace.
• Former CEO of Jorsek Software, makers of the easyDITA XML Content Suite
• Established ECM practices at Xerox Global Services, Blast Radius, and JustSystems
• Sought-after speaker and writer for such industry organizations as AIIM, B2B On-line,
CIDM, ebiz, Intelligent Content, Gartner, Gilbane, KM World, LavaCon, Linked Data,
LISA, MESA, STC, and TechLearn
• MBA, William E. Simon School of Business; BA, University of Rochester (Psychology)
Paul Wlodarczyk
VP, Client Services
Earley Information Science
Copyright © 2015 Earley Information Science29
Aligning Transformation, Vision & Strategy
Digital success requires
alignment with competitive
strategy.
Value Discipline
• The primary dimension in
which a company competes
from The Discipline of Market Leaders – Treacy & Wiersma (1997)
Customer
Intimacy
Product
Leadership
Value
Discipline
Operational
Excellence
Copyright © 2015 Earley Information Science30
Example: Nordstrom & Customer Intimacy
Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities
are tightly integrated with all parts of the business that serve the customer.
This is not a matter of having the best apps, analytics, or social media tools.
Instead, it’s a matter of tending to the details of building integrated digital
capabilities, one at a time, making the right data accessible, and simplifying
processes. Most retailers will struggle to do this because they haven’t architected
their product or customer data for easy access by the new digital capabilities.
Without those core capabilities, integration with and among new digital
capabilities is virtually impossible.
Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT
Sloan School of Management.
Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and
Yours Probably Doesn’t),” January 14, 2015
“
”
Copyright © 2015 Earley Information Science31
Strategies Support the Vision
Vision
Strategy Strategy Strategy Strategy
Guiding Principles
Copyright © 2015 Earley Information Science32
[DIGITAL VISION]
Engage
Drive channel
shift by fully
engaging
customers in the
brand
Optimize
Increase revenue
by offering the
right product, at
the right time, to
the right
customer
Innovate
Create new value
and experiences
which inspire &
solidify loyalty
Operate
Build and run an
efficient, scalable
platform and
supporting
business
processes
Core disciplines integrated through governance:
Drive sustainable digital growth
Example Vision & Strategy
Enterprise Architecture
Apply architecture principles and practices to guide the
organization through transformative change.
Customer Experience
Proactively manage and optimize the customer
experience to deliver on the brand promise.
Copyright © 2015 Earley Information Science33
Aligning Vision, Strategy & Programs
Results
KPIs
Programs
Copyright © 2015 Earley Information Science34
Identifying a Digital Maturity Target
1. Define the Vision &
Strategy
2. Assess the Current
State capabilities
3. Define the Target
State capabilities
4. Chart the Roadmap
Digital Transformation Maturity Model
Copyright © 2015 Earley Information Science35
Key Take-Aways
• Digital Transformation ≠ User Experience ≠ Technology
– UX is just a piece of transformation. Core focus is on enabling
processes
• Platforms & Processes Purpose-built for Digital
– The first Digital Transformation just moved print-based communications
on-line, one silo at a time
– This transformation is about integrated business capabilities
• Think “Digital First”
– What does digital offer that is unique?
– New sources of revenue?
– New customers, markets, or segments? New relationships?
Copyright © 2015 Earley Information Science36
Copyright © 2015 Earley Information Science
POLL
What is the biggest challenge to overcome?
Copyright © 2015 Earley Information Science37
Copyright © 2015 Earley Information Science
Your Questions and Answers
Copyright © 2015 Earley Information Science38
• ALTIMETER: The State of Digital Transformation; The Digital Transformation Report
http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/
http://altimetergroupdigitaltransformation.com/img/dt-report.pdf
• FORRESTER: CIO & CMO Blueprints for Strategy in the Age of the Customer
http://solutions.forrester.com/age-of-the-customer/cio-cmo-strategy-3115Q-3763IK.html
http://solutions.forrester.com/Global/FileLib/Reports/The_CIO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf
http://solutions.forrester.com/Global/FileLib/Reports/The_CMO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf
• GARTNER: 2015 CEO Survey – Committing to Digital; Powering Customer Experience with the Trusted 360° View
http://www.gartner.com/technology/reprints.do?id=1-
2H9G979&ct=150605&st=sg&mkt_tok=3RkMMJWWfF9wsRolva7Acu/hmjTEU5z17+0oUKKwhokz2EFye+LIHETpodcMSMtjM73YDB
ceEJhqyQJxPr3EJNkNwN1nRhbrDA==
• Michael Treacy & Fred Wiersema: The Discipline of Market Leaders; Customer Intimacy and Other Value Disciplines (HBR)
http://www.amazon.com/The-Discipline-Market-Leaders-Customers/dp/0201407191
https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines
Suggested Resources
Don't miss CMSWire's DX Summit 2015 —
a new event for marketing and technology
leaders who are defining the next
generation of digital customer experiences.
Visit DXSummit.com for the agenda,
speaking opportunities and registration
information.
Copyright © 2015 Earley Information Science40
Earley Information Science helps
organizations establish a strong
information architecture and content
management foundation
Realize your digital transformation
vision with EIS.
Earley Information Science (EIS)
Information Architects for the Digital Age
Founded – 1994
Headquarters – Boston, MA
www.earley.com
For more info contact:
Dave.Zwicker@earley.com

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Earley Executive Roundtable - Building a Digital Transformation Roadmap

  • 1. Copyright © 2015 Earley Information Science1 Building a Digital Transformation Roadmap Copyright © 2015 Earley Information Science Seth Earley Paul Wlodarczyk Dave Zwicker Earley Information Science Click to view the recording of this webinar
  • 2. Copyright © 2015 Earley Information Science2 Today’s Agenda • Welcome & Housekeeping – Session duration & questions – Session recording & materials – Take the survey! • Key Issues & Considerations – Dave Zwicker, CMO Earley Information Science (@davezwicker) • The Panelist Point of View – Seth Earley, CEO, Earley Information Science (@sethearley) – Paul Wlodarczyk, VP, Client Services Earley Information Science (@twitcontentguy) • Expert Panel Discussion • Questions & Answers • Join the conversation: #earleyroundtable
  • 3. Copyright © 2015 Earley Information Science3 Don't miss CMSWire's DX Summit 2015 — a new event for marketing and technology leaders who are defining the next generation of digital customer experiences. Visit DXSummit.com for the agenda, speaking opportunities and registration information.
  • 4. Copyright © 2015 Earley Information Science4 Workshop: Assess Your Organization's Digital Maturity and Build the Right Digital Marketing Roadmap Today’s marketer is faced with an overwhelming number of choices and must bring together numerous disciplines to best serve the customer and realize meaningful business impact. This workshop will walk participants through the various maturity stages in each of these areas and provide a framework for assessing their organizations. The resulting maturity model will be applied to identifying areas for investment that offer the greatest return and to developing a comprehensive enterprise roadmap to guide future digital marketing initiatives. Seth Earley’s workshop Monday Nov 2
  • 5. Copyright © 2015 Earley Information Science5 Case Study: Aligning MarTech with the Customer Journey (Ballroom) Most marketers are familiar with the infographics that show hundreds or thousands of technologies that can be considered part of the ecommerce and digital experience ecosystem. These graphical inventories of vendors and technologies primarily serve to scare and intimidate business people and overwhelm the IT organization. Walk through a case study of a manufacturer of motorsports vehicles facing a technology revamp that impacted every aspect of marketing and sales. Seth Earley’s session Wednesday Nov 4th
  • 6. Copyright © 2015 Earley Information Science6 Copyright © 2015 Earley Information Science Building a Digital Transformation Roadmap
  • 7. Copyright © 2015 Earley Information Science7 Digital Transformation is About Customer Focus The realignment of, or new investment in, technology and business models to more effectively engage digital customers at every touchpoint in the customer experience lifecycle. Altimeter Group The State of Digital Transformation
  • 8. Copyright © 2015 Earley Information Science8 Building a Digital Transformation Roadmap
  • 9. Copyright © 2015 Earley Information Science9 Building a Digital Transformation Roadmap
  • 10. Copyright © 2015 Earley Information Science10 Building a Digital Transformation Roadmap
  • 11. Copyright © 2015 Earley Information Science11 Building a Digital Transformation Roadmap
  • 12. Copyright © 2015 Earley Information Science12 Building a Digital Transformation Roadmap
  • 13. Copyright © 2015 Earley Information Science13 Building a Digital Transformation Roadmap PUTTING IT ALL TOGETHER
  • 14. Copyright © 2015 Earley Information Science14 • Defining your digital vision and strategy • Building an information architecture foundation • Integrating data silos and information systems • Managing change and organizational alignment • Realizing “quick wins” that show business impact Key Issues and Considerations
  • 15. Copyright © 2015 Earley Information Science15 Copyright © 2015 Earley Information Science POLL How would you describe your organization’s digital transformation activities?
  • 16. Copyright © 2015 Earley Information Science16 Copyright © 2015 Earley Information Science Panelist Points of View
  • 17. Copyright © 2015 Earley Information Science17 Seth Earley - Biography Seth Earley CEO and Founder Earley Information Science • Over 20 years experience in data science and technology, content and knowledge management systems, background in sciences (chemistry) • Current work in cognitive computing, knowledge and data management systems, taxonomy, ontology and metadata governance strategies • Co-author of Practical Knowledge Management from IBM Press • Editor of Data Analytics Department IEEE IT Professional Magazine • Member of Editorial Board Journal of Applied Marketing Analytics • Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology Council Metadata Project Committee • Founder of the Boston Knowledge Management Forum • Former adjunct professor at Northeastern University • Guest speaker for US Strategic Command briefing on knowledge networks • AIIM Master Trainer – Information Organization and Access • Course Developer & Master Instructor for Enterprise IA and Semantic Search • Long history of industry education and research in emerging fields
  • 18. Copyright © 2015 Earley Information Science18 • Why Digital Transformation is an Imperative • Getting Ahead of the Foundational Issues • Understanding Your Digital Maturity Seth Earley - Point of View
  • 19. Copyright © 2015 Earley Information Science19 Key Industry Trends E-business Transformation • Late 90’s to early 10’s • Removal of paper from processes • Web functionality and front ends • Emergence of web services • Flattening of organizations • Emerging communities and collaboration • Siloes of functionality • Purpose built tools Digital Transformation • Late 00’s to current • Shifting of control to customer • Social media growth and specialization • Cross functional, enterprise view • Omnichannel, personalized, contextualized experience • Emergence of cognitive applications • Value chain disruption through distributed, connected intelligent devices (Internet of things)
  • 20. Copyright © 2015 Earley Information Science20 • Increasing complexity of digital engagement ecosystem • Marketing driving customer experience • Faster clock speeds/agile approaches incurring significant technological debt • Lack of funding/organizational attention to enterprise architecture, governance and data quality Key Industry Trends
  • 21. Copyright © 2015 Earley Information Science21 Digital Transformation Fragmentation Customer ExperienceDigital Commerce Digital Marketing Customer Support Mobile Engagement BI/Analytics
  • 22. Copyright © 2015 Earley Information Science22 Unified Digital Transformation Customer Experience Digital CommerceDigital Marketing Customer Support Mobile EngagementLogistics/ Distribution Unified Enterprise Digital Strategy, Architecture and Framework
  • 23. Copyright © 2015 Earley Information Science23 • Multiple, sometimes misaligned efforts • Imperatives driven by fear of missing out rather than identified business need • Many parts of the organization are implementing technologies with a narrow scope of application and process architectures • Out of control cloud based tools leading to data fragmentation • Lack of clear metrics to monitor ROI and long term progress Digital Fragmentation
  • 24. Copyright © 2015 Earley Information Science24 Measuring here (macro level - outcomes) Measuring here (micro level - effects) Data Sources Working here (product data, taxonomy, search, on-boarding workflow, etc.) Enterprise Strategy Business Unit Objectives Market Share Time to market Wallet Share Business Processes Attrition programs Customer Satisfaction CRM Data Hygiene Attribute Fill Rates Processes enable objectives LINKAGE New accounts Revenue Growth Data supports (and measures) processes Objectives align with strategy Tracking DT Progress through Multiple Tiers of Metrics CEO: “Show me how web content will increase revenue.” Conversions Data Scorecards Process Scorecards Business Outcome Scorecards Reference Data Consistency
  • 25. Copyright © 2015 Earley Information Science25 • Organizational habits, processes, governance, architecture change slowly • Immature supporting processes cannot keep pace with tool capabilities • Large scale technology programs without executive understanding of downstream costs and impact Currency of Technology vs Ability to Absorb Change Need to align roadmap with stages of organizational maturity
  • 26. Copyright © 2015 Earley Information Science26 • Clear understanding of digital and process maturity • Realistic budgeting of resources for less visible programs (governance, training, change management) • Multiple metrics around progress (from data to supporting processes to business outcomes) • Enterprise view of foundational architecture • Quick wins along the way to deal with EADD (executive attention deficit disorder) Improving Chances of Success
  • 27. Copyright © 2015 Earley Information Science27 Copyright © 2015 Earley Information Science POLL What group is driving digital transformation at your organization?
  • 28. Copyright © 2015 Earley Information Science28 Paul Wlodarczyk - Biography • VP, Client Services & Industrial Practice Lead • Joined Earley in 2008, with 30 years’ experience in unstructured content lifecycle and related technologies (search, content management, classification, taxonomy, localization) • Currently working with enterprises leading digital transformation projects • Deep product lifecycle experience for high-tech discrete products, software, and batch process manufacturing, and industry experience in consumer products, life sciences, energy & water infrastructure, finance, insurance, and aerospace. • Former CEO of Jorsek Software, makers of the easyDITA XML Content Suite • Established ECM practices at Xerox Global Services, Blast Radius, and JustSystems • Sought-after speaker and writer for such industry organizations as AIIM, B2B On-line, CIDM, ebiz, Intelligent Content, Gartner, Gilbane, KM World, LavaCon, Linked Data, LISA, MESA, STC, and TechLearn • MBA, William E. Simon School of Business; BA, University of Rochester (Psychology) Paul Wlodarczyk VP, Client Services Earley Information Science
  • 29. Copyright © 2015 Earley Information Science29 Aligning Transformation, Vision & Strategy Digital success requires alignment with competitive strategy. Value Discipline • The primary dimension in which a company competes from The Discipline of Market Leaders – Treacy & Wiersma (1997) Customer Intimacy Product Leadership Value Discipline Operational Excellence
  • 30. Copyright © 2015 Earley Information Science30 Example: Nordstrom & Customer Intimacy Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities are tightly integrated with all parts of the business that serve the customer. This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes. Most retailers will struggle to do this because they haven’t architected their product or customer data for easy access by the new digital capabilities. Without those core capabilities, integration with and among new digital capabilities is virtually impossible. Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT Sloan School of Management. Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t),” January 14, 2015 “ ”
  • 31. Copyright © 2015 Earley Information Science31 Strategies Support the Vision Vision Strategy Strategy Strategy Strategy Guiding Principles
  • 32. Copyright © 2015 Earley Information Science32 [DIGITAL VISION] Engage Drive channel shift by fully engaging customers in the brand Optimize Increase revenue by offering the right product, at the right time, to the right customer Innovate Create new value and experiences which inspire & solidify loyalty Operate Build and run an efficient, scalable platform and supporting business processes Core disciplines integrated through governance: Drive sustainable digital growth Example Vision & Strategy Enterprise Architecture Apply architecture principles and practices to guide the organization through transformative change. Customer Experience Proactively manage and optimize the customer experience to deliver on the brand promise.
  • 33. Copyright © 2015 Earley Information Science33 Aligning Vision, Strategy & Programs Results KPIs Programs
  • 34. Copyright © 2015 Earley Information Science34 Identifying a Digital Maturity Target 1. Define the Vision & Strategy 2. Assess the Current State capabilities 3. Define the Target State capabilities 4. Chart the Roadmap Digital Transformation Maturity Model
  • 35. Copyright © 2015 Earley Information Science35 Key Take-Aways • Digital Transformation ≠ User Experience ≠ Technology – UX is just a piece of transformation. Core focus is on enabling processes • Platforms & Processes Purpose-built for Digital – The first Digital Transformation just moved print-based communications on-line, one silo at a time – This transformation is about integrated business capabilities • Think “Digital First” – What does digital offer that is unique? – New sources of revenue? – New customers, markets, or segments? New relationships?
  • 36. Copyright © 2015 Earley Information Science36 Copyright © 2015 Earley Information Science POLL What is the biggest challenge to overcome?
  • 37. Copyright © 2015 Earley Information Science37 Copyright © 2015 Earley Information Science Your Questions and Answers
  • 38. Copyright © 2015 Earley Information Science38 • ALTIMETER: The State of Digital Transformation; The Digital Transformation Report http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/ http://altimetergroupdigitaltransformation.com/img/dt-report.pdf • FORRESTER: CIO & CMO Blueprints for Strategy in the Age of the Customer http://solutions.forrester.com/age-of-the-customer/cio-cmo-strategy-3115Q-3763IK.html http://solutions.forrester.com/Global/FileLib/Reports/The_CIO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf http://solutions.forrester.com/Global/FileLib/Reports/The_CMO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf • GARTNER: 2015 CEO Survey – Committing to Digital; Powering Customer Experience with the Trusted 360° View http://www.gartner.com/technology/reprints.do?id=1- 2H9G979&ct=150605&st=sg&mkt_tok=3RkMMJWWfF9wsRolva7Acu/hmjTEU5z17+0oUKKwhokz2EFye+LIHETpodcMSMtjM73YDB ceEJhqyQJxPr3EJNkNwN1nRhbrDA== • Michael Treacy & Fred Wiersema: The Discipline of Market Leaders; Customer Intimacy and Other Value Disciplines (HBR) http://www.amazon.com/The-Discipline-Market-Leaders-Customers/dp/0201407191 https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines Suggested Resources
  • 39. Don't miss CMSWire's DX Summit 2015 — a new event for marketing and technology leaders who are defining the next generation of digital customer experiences. Visit DXSummit.com for the agenda, speaking opportunities and registration information.
  • 40. Copyright © 2015 Earley Information Science40 Earley Information Science helps organizations establish a strong information architecture and content management foundation Realize your digital transformation vision with EIS. Earley Information Science (EIS) Information Architects for the Digital Age Founded – 1994 Headquarters – Boston, MA www.earley.com For more info contact: Dave.Zwicker@earley.com