Before COVID-19, many organizations prioritized short-term digital projects instead of a comprehensive investment in digital transformation. But the pandemic revealed how critical long-term strategies are and why business leaders have an imperative to invest in the future. Within the current environment, organizations must establish a digital foundation to quickly pivot when needed. The B2B business unit responsible for servicing restaurants at Tyson Foods followed Lima Consulting Group’s Digital Transformation Model to gain the consensus they needed to align the enterprise just in time to support the dramatic pivot caused by COVID-19. In our recent webinar, Keith Barber, the Director of Digital Engagement at Tyson Foods, as he explains what digital transformation meant to Tyson, challenges faced, and lessons learned. Fill out the form below to watch the recording to learn more about the shift made by Tyson, and how they are transforming to deliver a better digital customer experiences. Hosted by Adobe and MarTech Today.

1. How to Build a
Digital Foundation
to Transform Your
Customer Experience

2. 2
Keith Barber
Director or Digital Engagement
Today’s
Speakers
Paul Lima
Managing Partner

3. 3
Agenda
Context
Challenges
Approach
Outcomes
The Digital Transformation series
Q&A

4. 4
The imperative
to change

5. 5
Did this specific role
exist before you?

6. 6
How did your previous
role play into what
you’re doing now?

7. 7
Digital Transformation Defined
The re-alignment and investment in
PEOPLE, PROCESS, PLATFORMS, and PERFORMANCE
in support of existing and N E W B U S I N E S S M O D E L S to
more effectively E N G A G E C U S T O M E R S at
every touchpoint with your brand.

8. 8
Imperative to Change:
Better Experiences Drive Growth
Econsultancy: Customer Experience Statistics Compendium (September 2018)
Forrester. “The Business Impact Of Investing In Experience”. (April 2018)
Gladly Customer Experience Report (2019)
Experience-driven
businesses grew
faster last year
than their
counterparts
Consumers
expect highly
relevant and
personalized
experiences to
maintain loyalty
Less than 1/3 of
business are
experience
driven
Customers
want consistent
experiences
across channels,
but not many
get it
ProcessPeoplePerformance Platform

9. 9
In the beginning, could
you name the pain?
What was the state of affairs
as you came into your role?
Diversity of competing interests
and variety of visions
Breaking the inertia by unifying the
vision

10. 10
The Point of Debarkation
▪ Phased approach
▪ Competing objectives of
speed vs. depth met through
a unified motion.
▪ Digital Foundation balanced
with quick wins.
1. Overcoming Inertia
W O R K S T R E A M : D E E P C U R R E N T –
D I G I T A L F O U N D A T I O N
Deploy the Digital Transformation Maturity Model
2. Set, Communicate & Operationalize
W O R K S T R E A M : D E E P C U R R E N T –
D I G I T A L F O U N D A T I O N
Define strategy & success metrics, seek consensus:
Balanced Scorecard and Vision Formulation,
Business Model Definition, KBO > KPI alignment
3. Measurable Business Outcomes
W O R K S T R E A M : R A P I D R E S P O N S E T O
O P E R A T I O N A L I M P E R A T I V E S
Data Readiness & Analytics Assessment, Customer
Experience Ideation, Identification of 1-3 Programs to
be prepared for Rapid Deployment

11. 11
Leaders aspire to start but
need help to break the inertia
Process
Lack of
documentation
Poor data governance
Consistent
omnichannel
experience
Inability to scale and
standardize
People
Breaking silos
Consensus and finding
sources of funding
Thinking big
Attitude towards
failure
War for Talent
Performance
Identifying portfolio
of transformative
business models
Operationalizing
innovation
Cultural shift to a data
driven operating
model
Platform
Selecting MarTech
stack
Unhealthy data
MarTech integration

12. 12
1,400,000
MILLION OPERATORS
IN THE US
480,000
INDEPENDENT
RESTAURANTS

13. 13
LCG Digital Marketing
Maturity Engagement Methodology
▪ To conduct an "As-Is" and "To-Be" and Gap Analysis assessment
based on the organization's current capabilities within the
operational environment and desired future business outcomes.
▪ Recommend a roadmap for people, process and platforms and
financial performance to achieve the desired business outcomes
over a three-year horizon.
DISCOVERY GAP
ANALYSIS
FUTURE STATE
BUSINESS
OBJECTIVES
VISION
FORMULATION
DECISIONS &
APPROVALS
RECOMMENDATIONS
& RESOURCE
PRIORITIZATION
MEASURE &
OPTIMIZE
EXECUTION
I N I T I A L E N G A G E M E N T
F O L L O W O N
E N G A G E M E N T S

14. 14
The Process at Tyson:
Activating Customer Experiences
T H I N K
Business Strategy & Business Case
Scenario Planning
Operating Model
Financial Projects for cost and uplift
Digital Balanced Scorecard aligning
long term KBOs with short term KPIs
O P T I M I Z E
Reports, Dashboards and Alerts by
role, Band of Excellence, Lunch and
Learns, QBRs, Health Checks with
vendors & providers
T O O L
Roadmaps for all 4 pillars:
Performance, People, Process and Platforms
Data Governance and Digital Steering Committees
D O
Process Identification, Gap Analysis,
Documentation and Re-engineering
Training and Onboarding 3rd parties
Customer Journey Mapping & BPMN2.0
compliant process maps

15. 15
Where Computing Power ends,
Human Power begins

16. 16
LCG Digital Transformation Maturity Roadmap

17. 17
Rank Beats Opinions

18. 18
LCG Engagement
Funnel
Development
Methodology

19. 19
v
v
v
We need to close the loop to win
Marketing Automation and CRM will capture operator
data, drive personalization and provide lead gen
Non-qualified >
Qualified
Operator
Lifetime
Value
Market
Lead Conversion: Marketing > Sales
Whitespace identification
Inform targeting and personalization
Closed-Loop View of Operator EngagementEngagementHub
HIGH VOLUME | LOW COST
ServeSell

20. 20
Tyson MarTech Stack
Team Collaboration
Wrike
Jira
Team
SharePoint
Office 365
Acquisition
Facebook
LinkedIn
Twitter
Instagram
Pinterest
DoubleClick
Digital Properties
Drupal
Salsify
Destini
Jebbit
Hotjar
Analytics
Adobe Analytics
Tableau
Tealium
ObservePoint
Engagement
Marketo
Zoom
WhatsApp
Litmus
SugarCRM
Infrastructure
Google Cloud Platform
Microsoft Azure
OKTA
Business Process
Management
Signavio
Customer Journey
Mapping
Smaply

21. 21

22. 22
What did we want from our Tech Stack?

23. 23
Marketo Engage with Adobe Analytics

24. 24
R E A C T I V E P R E V E N T A T I V E P R O A C T I V E T R A N S F O R M A T I V E
Enhancing Experience
Through Engagement Maturity
Point in Time Single
Channel Campaigns
Email Marketing
Landing Page Creation
Basic Segmentation
Basic Social Presence
Continuous Campaigns
Inbound Marketing
Email Drip Marketing
Campaign Reporting
Basic Engagement Intelligence
for non-marketing groups
Engagement Scoring
Social Share & Sign-On
Personalize
Conversations
Across Channels
Cross & Omni-Channel
Campaigns
Dynamic Content
Triggered Nuturing
Behavioral Segmentation
Revenue Analytics
Web Personalization
Lifelong Relationships
Across Channels
Lifecycle Nuturing
Predictive Content/Offers
Behavioral Triggers
Marketing Calendar &
Management
Advanced Revenue Analytics
Actionable Engagement
Insights for non-marketing
groups
M A T U R I T Y
STRATEGICVALUE

25. 25
Lessons Learned at Tyson
Process
Document then
Digitize
Investment in data
governance
People
Communications plan
(lunch & learns)
Consensus building
roadshow
Performance
Business model
definition
Digital balanced
scorecard
Platform
Balance ST and LT
MarTech roadmap
Unified customer
centric view

26. 26
Result
Confident in our readiness to
implement technology stack
Preparing to launch in new
experiences
Approach
Break the inertia by deploying
a Digital Transformation
Maturity Model
Roadmaps along all four pillars
Changed the culture through
education and data-driven
operating model
Challenge
Wanted to scale and
standardize sales and
marketing to the massive
# of unattended operators
Expand our audience to open
direct lines of communication
with relevant content and
offerings

27. 27
The Packing List for DX:
Multiple Visionaries and Change Agents
championing and funding DX
Multi-disciplinary and enterprise level
commitment from BUs and Shared Services
Aspiration to advance an internal agenda
towards a more data-driven culture
Willingness to accelerate agility posture
and monetize business model(s), both digital
and traditional, through the use of automation
and innovation
The consensus view of DX is that it is a
long-term, strategic, comprehensive initiative
(not a one-off project)

28. 28To download the complete e-book visit:
https://www.limaconsulting.com/digital-transformation-e-book/

29. 29
Virtual Round Table Workshop
We will cover 5 best practices from
DX/CX Nano-Handbook eBook:
1. Document, Digitize, Optimize
2. Start with the Customer’s Experience
3. Prioritize Process Dependency
over Person Dependency
4.Set, Communicate &
Operationalize Standards
5. Build Multi-disciplinary,
Cross-departmental Teams
June 18th, at 1pm ET
Discuss your digital transformation
(DX) and customer experience
management (CXM)
Register Here

30. 30
Questions

31. 31