digital business trends
TRANSCRIPT
Sandy Kemsley ● www.column2.com ● @skemsley
Digital Business
Trends
Leveraging new technologies and
adopting new cultural norms to
survive the new world of business
Are you keeping pace?
Creating innovative and desirable
products
Reducing transactional friction
Adopting new technologies
Attracting valuable customers
Attracting skilled employees
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What can you do about it?
Understand the drivers:
Technologies driving change
Customer attitudes
Employee attitudes
Adapt and innovate:
Apply new technologies
Enable cultural changes
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Social and collaboration
User-created content
User-directed collaboration
Emergent, rather than predefined,
structure and content
Distributed co-creation
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Mobile devices
Always available
Device-specific capabilities
Phone
Camera
GPS
NFC
Unique form factor
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Internet of things
Instrumentation everywhere Smartphones/wearables
Vehicles
Medical/industrial devices
Household appliances/toys
Devices are processparticipants Generate events
Respond to triggers
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Big data and analytics
Sense and respond in near real time
In-memory operational data stores
Detect patterns
Make predictions
Proactive problem avoidance
Sentiment analysis
Next best action
Gamification
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Public cloud platforms
External sharing and collaboration
Elastic expansion/contraction
Subscription pricing
High availability
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New technology, new risks
Corporate network security Social engineering foils best-laid plans
IoT device secuity Remember those Barbie dolls?
Data toxicity Don’t collect it if you
don’t need it
Purge what you can,encrypt the rest
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More informed, less loyal
Always-on access to competitive
information
Uses services from
multiple vendors to gain
price/quality advantage
Willing to try new
vendors and products
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Higher expectations
User experience
Problem resolution
Price/performance
Process transparency
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Uncensored
Customer opinions on social media and public forums
Your marketing is no longer in control of your message
Ignore at your own peril
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Customer retention
challenges
Competition from smaller/nimbler
companies
Showrooming/price comparison
Inability to personalize customer
experience
No benefit for loyalty
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Consumer software sets
expectations for business
Consumption
Participation and
collaboration
Co-creation
User experience
Access anywhere,
on any device
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Information is everywhere
Transparency of business and
personal information
Rich informational context for
decision-making
Analytics refine, predict and
recommend
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The two faces of work
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Routine work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts
From routine work to
knowledge work
Goals shift from efficiency to problem-
solving
Routine work automated
Unpredictable, customer-facing work
often ad hoc and poorly supported
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Challenges in enabling
knowledge workers
Rigid processes
No incentives for collaboration or
innovation
Inability to personalize employee
experience
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Case management
Focus on knowledge work
Goal-driven, not pre-defined processes
Guided by rules and events
Content (case folder) as central permanent
artifact
Dynamically configurable to meet
worker’s needs
Supports rather than controls
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Case management features
A combination of process, content, rules,
events, collaboration, analytics...
Persistent case folder
Pre-defined checklists for common tasks
Guidance/guardrails via declarative rules
Personalization for worker preferences
Prediction and what-if scenarios
Pre-built vertical applications
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Case management
components
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Customer
information
Ad hoc tasks &
collaborationPredefined
processes
Events
Compliance
& rules
Analytics &
recommendations
Technology buzzword bingo
B P M
Social
collaborationMobile Cloud
Big data &
analytics
Case
managementAutomation
DecisionsEvents
& IoTPrediction
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What knowledge workers
need
Goal-driven work with a complete
view of customer
Collaboration on demand
Remote work
Pre-emptive problem resolution
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Goal-driven work
B P M
Social
collaborationMobile Cloud
Big data &
analytics
Case
managementAutomation
Decisions Events & IoT Prediction
Rich customer context
Create activities and
flows dynamically
Delegate routine tasks
to automation
Detect patterns for
process improvement
Use case: claims
management
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Collaboration on demand
B P M
Social
collaborationMobile Cloud
Big data &
analytics
Case
managementAutomation
Decisions Events & IoT Prediction
Social in the flow of
work
Cross-silo collaboration
to fuel innovation
In-network experts or
recommendations
Include remote and
external participants
Use case: co-design
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Remote workers
B P M
Social
collaborationMobile Cloud
Big data &
analytics
Case
managementAutomation
Decisions Events & IoT Prediction
Collect information
remotely on mobile
devices
Work from anywhere
Use cases: industrial
inspections; claims
adjusters; outpatient
healthcare
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Pre-emptive problem
resolution
B P M
Social
collaborationMobile Cloud
Big data &
analytics
Case
managementAutomation
Decisions Events & IoT Prediction
Event detection and
correlation
Predictive analytics
and alerts
Automated problem
avoidance
Use case:
transportation
logistics
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Process tools for knowledge
work
Intelligent processes
Contextual information
Analytics
Decisioning and automation
Recommendations
Flexible, adaptive processes
Internal and external collaboration
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Data and analytics for
knowledge work
Activity streams and event processing
Real-time response to processes in
flight
Predictive analytics to fix the problem
before it’s a problem
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Employee experience for
knowledge work
Personalized for individual work
patterns
Integrated user experience
Automate all possible tasks to allow
focus on knowledge work
Fit-to-purpose devices
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Knowledge Work Works
Best When It’s Social
Social Feature Enterprise Benefits
Collaboration Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making
User-created
content
Use and capture tacit knowledge
= Improved processes
Transparency Provide context for work
= Improved problem-solving
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Managing work in a
customer-led world
Align employee incentives with team
and company objectives
Avoid piece-work mentality
Reward problem solving
Encourage collaboration
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Changing business models
Customer-centric/customer-inclusive
Reinvent how business is done
Innovate products
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Classic business metrics
Metric Enabled by
Cost cutting Automation
Removing geographic constraints
Process reengineering
Compliance Policy enforcement
Reporting
Agility Model-driven design
Lightweight development methods
Rules integration
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New business metrics
Metric Enabled by
Customer
experience
Mobile/social/cloud
Event-driven processes
Revenue
generation
Mobile/social/cloud
Gamification
Business
innovation
Mobile/social/cloud
Big data
Internet of things
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Transform customer
experience: link social
presence to core process
Changes the customer relationship
Extends the ends of the process
Increases external collaboration
Forces operational transparency
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Customer experience
Omni-channel
Always on
Self service to full service
Personalized with customer’s context
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Think “outside the firewall”
Model the customer as part of the
process
Link external/social information to
core business processes
Support customer devices of choice
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Build for change
Bimodal IT
“Fast” IT for systems of engagement
“Slow” IT for systems of record
Low-code tools for citizen developers
BPM system as app dev platform
Agile methodology
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Summary
The changing business landscape
The technologies driving change
Changing customer behaviour
Changing nature of work
Dealing with change
Creating new business models
Leveraging emerging technologies
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Questions
Sandy Kemsley
www.column2.com
@skemsley
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