IBM - Jeroen Derynck
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The document discusses the accelerating pace of digital transformation and disruption across industries. It notes that digital transformation requires more than just a new user interface, but re-engineering organizations to engage customers in new ways through new business models and technologies. Industries that don't adapt risk becoming obsolete, so companies must develop a digital mindset and capabilities to survive. The key is responding quickly through experimentation, agility, and embracing new platforms and business models before competitors do.
![A [ P ] P I F I C A T I O N](https://image.slidesharecdn.com/idg9june2016-160615113615/85/IBM-Jeroen-Derynck-13-320.jpg)
IBM - Jeroen Derynck
- 3. The dynamics of digital transformation Fast is not fast enough Jeroen Derynck Business Transformation Architect jderynck@salesforce.com
- 4. FAST IS NOT FAST ENOUGH
- 6. WAVES OF DIGITAL DISRUPTION 1995+ MUSIC PHOTOGRAPHY VIDEO RENTAL … 2005+ PRINT MEDIA TV TRAVEL REAL-ESTATE HR … 2015+ FINANCE HEALTHCARE AUTOMOTIVE RETAIL EDUCATION TELCO … 2020+ ALL SAFE HAVENS WILL BE SUBJECT TO DIGITAL DISRUPTION … digitaltransformationbook.com
- 7. uk.businessinsider.com/ex-barclays-boss-anthony-jenkins-on-fintech-and-bankings-uber-moment-2015-11
- 8. Software is eating the world ON DEMAND ECONOMY THE APP ECONOMY IS NOW BIGGER THAN HOLLYWOOD http://fortune.com/2015/01/22/the-age-of-unicorns/
- 9. DIGITAL TRANSFORMATION IS MORE THAN A PRETTY USER INTERFACE… IT IS RE-ENGINEERING THE VERY FOUNDATIONS OF YOUR ORGANISATION IN ORDER TO ENGAGE WITH YOUR CUSTOMERS IN COMPLETELY NEW WAYS VIA NEW BUSINESS MODELS AND CLEVER USAGE OF DIGITAL TECHNOLOGIES WHAT EXACTLY IS DIGITAL TRANSFORMATION? @THETHINKINGAPE
- 10. PLATFORM ECONOMY
- 11. WHAT AIRBNB, UBER, AMAZON, ALIBABA, … HAVE IN COMMON NETWORK ORCHESTRATORS IN THE SHARING ECONOMY
- 12. Most current game changers are not based on high-tech. They are based on a better way to solve a basic problem, using simple and relevant technology, to actually improve peoples lives…
- 13. A [ P ] P I F I C A T I O N
- 14. THESE TURBOCHARGED PLATFORMS, BOOSTED BY OTHER TURBOCHARGED PLATFORMS, ARE MARCHING AROUND THE GLOBE, TRAMPLING BOTH TRADITIONAL BUSINESSES AND OLDER PLATFORMS. NO BUSINESS IS SAFE IN THE PATH OF THIS MOST RECENT GALE OF CREATIVE DESTRUCTION https://hbr.org/2016/05/the-best-digital-companies-are-set-up-to-never-stop-innovating
- 16. TO GET SOME GLORY YOU HAVE TO BE BOLD
- 17. IN ORDER TO FIGHT BACK, THE LEADERSHIP TEAM MUST HAVE A DIGITAL-FIRST MINDSET. THERE IS A DIRECT RELATIONSHIP BETWEEN THE DIGITAL IQ OF YOUR BOARD AND THE CHANCE THAT YOUR ORGANISATION WILL STILL BE IN BUSINESS BY 2020 JEROEN DERYNCK
- 18. “we’ll be fine…” famous last words
- 19. - WORKING CAPITAL / TOTAL ASSETS: COMPANIES WITH A LOW OR NEGATIVE SCORE HERE WILL STRUGGLE TO PAY BILLS ON TIME - RETAINED EARNINGS / TOTAL ASSETS: COMPANIES THAT RELY ON LARGE AMOUNTS OF DEBT AND BORROWING RECEIVE A LOW OR NEGATIVE SCORE HERE - EARNINGS BEFORE INTEREST & TAXES (EBIT) / TOTAL ASSETS: COMPANIES THAT BRING IN A SMALL AMOUNT OF REVENUE RELATIVE TO THEIR SIZE RECEIVE LOW OR NEGATIVE SCORES - BOOK VALUE OF EQUITY / TOTAL LIABILITIES: A LOW OR NEGATIVE RATIO HERE INDICATES THAT THE COMPANY MAY BE USING DEBT TO FINANCE GROWTH, WHICH CAN OFTEN LEAD TO BANKRUPTCY THE ALTMAN Z-SCORE: AT RISK OF BANKRUPTCY FORMULA TO CALCULATE WHETHER YOUR COMPANY IS AT RISK
- 20. WHAT ARE YOUR OPTIONS? outside our comfort zone LOW MOTIVATION TO RESPOND HIGH LOWABILITYTORESPONDHIGH - ATTACK THE DISRUPTION - EMBRACE INNOVATION & SCALE UP - ADAPT & SEPARATE - ADOPT & KEEP INTERNAL - ATTACK - FOCUS ON YOUR OWN BUSINESS - IGNORE THE INNOVATION - FOCUS ON YOUR OWN BUSINESS
- 21. WHERE DO YOU WANT TO BE WITHIN 5 YEARS?
- 22. A NEW GENERATION OF BUSINESS LEADERS WITH THE RIGHT SET OF CAPABILITIES TO HELP YOUR ORGANISATION EMBED DIGITAL INTO THE FABRIC OF BUSINESSCHIEF DIGITAL OFFICER CHIEF DATA OFFICER CHIEF EXPERIENCE OFFICER THE NEW ROCKSTARS
- 23. CLOUD ECOSYSTEMPLATFORM CONNECTORSCLOUD THE ELASTIC ECONOMY RULES
- 24. CEO VISION CMO MARKET CIO TECHNOLOGY COO PEOPLE PARTNERSHIPSBUSINESS MODELS EXPERIMENTATIONTRANSFORMATION IOT, BIG DATA, SECURITY, ECOMMERCE, API, … CDO DIGITAL THE NEW PLAYBOOK
- 25. FUELLED BY RELENTLESS TECHNOLOGICAL INNOVATION, ACCELERATED CONNECTIVITY CREATES AN EVER INCREASING RATE OF CHANGE AS THE PACE OF CHANGE ACCELERATES, THE CHALLENGES YOU FACE ARE BECOMING LESS AND LESS PREDICTABLE. THE PRACTICES THAT WERE SO SUCCESSFUL IN THE PAST ARE COUNTER-PRODUCTIVE IN LESS PREDICTABLE ENVIRONMENTS
- 26. APIS FUEL THE SOFTWARE THAT’S EATING THE WORLD
- 27. PAY M E N T S T R A N S P O R TAT I O N D I S T R I B U T I O N C O M M U N I C AT I O N S E C O M M E R C E M U S I C & T V N E W S & M E D I A A D V E R T I S I N G … PROGRAMMABLE ENTERPRISE
- 28. Matchmaker businesses are extending their tentacles all through the economy. Platforms are being erected on top of platforms that are being erected on top of platforms. Today, though, matchmakers are turbocharged – powered by the cloud, broadband, microprocessors, software, and other modern technologies
- 29. RESPONSIVE ORGANISATIONS IN THE DIGITAL ARENA, YOU NEED
- 30. DNA OF A RESPONSIVE ORGANISATION PROBLEMS NETWORKS EMPOWERING EXPERIMENTATION TRANSPARENCY
- 31. it is about the platform In the on demand economy
- 32. SCALABILITY What startups can learn from corporates
- 34. HOW TO GET STARTED
- 35. TECHNOLOGY IS NOT THE ONLY ANSWER SO HOW ABOUT VIRTUAL REALITY? WHAT CAN WE DO WITH BEACONS? SHOULDN’T WE INVEST IN DRONES? DON’T WE NEED A MOBILE APP?
- 36. DESIGN THINKING IS MORE THAN A PRETTY OFFICE SPACE
- 37. MANY COMPANIES FAIL AT INNOVATION OBSERVING QUESTIONING NETWORKING EXPERIMENTINGASSOCIATING INNOVATORS’ DNA
- 38. SPOT THE INCUMBENT 10 HYPER DISRUPTIVE BUSINESS MODELS SUBSCRIPTION MODEL FREEMIUM MODEL FREE MODEL MARKET PLACE ACCESS OVER OWNERSHIP HYPER MARKETEXPERIENCE THE PYRAMID ON DEMAND THE ECOSYSTEM HELLOFRESH DROPBOX FACEBOOK ALIBABA ZIPCAR ZALANDOTESLA AMAZON UBER APPLE
- 39. THE NEED FOR A FAST AND FURIOUS IT TRANSFORMATION ACCELERATIONDISRUPTION
- 40. TO minimum viable product CORPORATES DISRUPTORS FROM maximum validated product MINIMUM VIABLE PRODUCTS ARE THE NEW BLACK
- 41. DUAL OPERATING SYSTEM FLUID ORGANISATION AGILE PROCESSES TECHNOLOGY EXPERIMENTATION
- 42. IF WE DON’T CREATE THE THING THAT KILLS FACEBOOK, SOMEONE ELSE WILL FACEBOOK’S LITTLE RED BOOK
- 43. CONCLUDING THOUGHTS THE QUICK SHALL INHERIT THE EARTH Fast is better than slow. While slow is adding unnecessary embellishments, fast is out in the world. And that means fast can learn from experience while slow can only theorize. Those who ship quickly can improve quickly. So fast doesn’t just win the race. It gets a head start for the next one.
- 44. In May 2016, I joined Salesforce as Business Transformation Architect: as change agents, we provide thought leadership, and executive partnership to drive innovation through industry and Salesforce platform expertise thus helping our enterprise customers accelerate strategic goals, drive business outcomes and deliver maximum business value: @THETHINKINGAPE | JDERYNCK@SALESFORCE.COM - Accelerate change - Understand all that is possible today - Respond to a rapidly changing business - Simplify an increasingly complex landscape Turn today’s challenges into tomorrow’s goals
- 45. thank y u