© 2015 Novel Technology Inc.

Leading in the Digital Age

Organizations are either about to become irrelevant or experience unprecedented

growth. What is your organization positioned for?

The industrial revolution transformed an agricultural, handicraft economy to one

dominated by industry and machine manufacture. The most important changes

brought about the Industrial Revolution were (1) the invention of machines to do the

work of hand tools; (2) the use of steam and other kinds of power, in place of the

muscles of human beings and animals; and (3) the adoption of the factory system (4) a

demand greater than worker production. These important changes resulted in the

emerging of new market leaders and several dominant players simply disappeared.

Now four centuries later we experience the next revolution, The Digital Revolution.

The most critical changes that have led to this include, (1) mass production of cheap

and mobile digital systems, (2) expansion of the internet, and (3) the drastic reduction

in the availability low cost labor (4) insufficient capacity for organizations to reach

their target output capacity and speed at a sustainable cost. Companies like Uber,

Amazon, Apple, HBO, Netflix, Google and Disney have embraced the digital revolution,

with remarkable success.

What should you be getting from technology to compete today?

The objective is to digitize your processes, operations, customer interactions, and

product\services. This gives you the ability to win in your market and capitalize on

new markets. These advancements require a transformation across the organization.

NOVEL TEAHNOLOGY INC.

http://www.noveltechnology.com

Connected Digital

Organization

Digital Processes

Internet of Things

Solutions Developed for

Change

Fully Automated and Secure

Cloud Infrastructure

Dynamic Processing of

Context Based Information

Augment User Experience (UX)

with User Assistance (UA)

© 2015 Novel Technology Inc.

The Path to a Digital Enterprise.

Given current and emerging digital realities, a digital transformation is needed to stay ahead. Organizations need leaders with deep digital

strategy knowledge and the ability to deliver in this new business climate. The organization as a whole must address the four drivers of a

digital transformation.

Organizational Drivers

Human Capital o Stop thinking of your business in the industrial sense, think of it in the digital sense. Even heavy duty machinery are now

digital. Hire digital skill sets across the organization. o Ensure you have a connected labor force including strategic partners. Eliminate information silos. o Empower resources to leverage technology in a more open way. o Reward what is important to digital transformation. (automation, collaboration, innovation, customer centricity)

Leadership o The Board and Executives have to be digitally savvy not just one or two leaders. o Embrace the idea that everything is up for change. o Lead by influencing with a digital vision. o Keep leadership ego in check, so change can occur.

Automate and Digitize o Just like in the industrial age, don’t pay someone to do what a computer can do, pay them to make the computer do more. o Make your business processes digital, so they can be easily be changed to respond to external factors. o Create and manage digital assets to drive your value chain towards digital products and services. This includes digital

connections\networks, content (text, video and audio), engagement channels, endpoints and connected physical products.

o Leverage Omni-channel information, Internet of things and analytics to engage your customer digitally Innovation

o Get rid of data and embrace information o Do something so different, it disrupts your organization o Let go, and collaborate o Embrace the Innovators DNA

Questioning Observing Networking Experimenting Connecting

Organizational Digital Maturation Phases

Phase Organizational Characteristics Technology Characteristics Industrial No digital strategy.

Limited understanding and documentation of processes. Heavy capital investments with inflexible operations. Lack of understanding of customer patterns.

Lack of digital assets management. Building the same thing from scratch. Digital versions of processes don’t exist. Low quality and inflexible infrastructure.

Operational Stability

A move to non-digitized process documentation. Heavy focus on operational consistency and quality. Project based execution to deliver products and services. Large amount of customer data without context.

Drive cost down and improve quality. Technology not leveraged to enhance customer experience. Primary technology metrics is uptime and project success. Large enterprise systems and data repositories.

Digital Transition

Defined digital strategy as part of business strategy. Leveraging technology to maintain digital processes. Initial development of digital product and services. Initial integration internal and external customer data.

Flexible, low capital investment infrastructure and systems. Transform data to information. Security and quality is built into every solution. Technology commodities are left to partners.

Digital Control Integration of business and technology processes. Connected internal and external digital assets. Rapid deployment of product and services. Leveraging digital assets to engage the customers.

Focus on integrating pre-built technology components. Build technology solution based digital business processes. Create automated, self-service technology environment. Connect internal assets, internet of things and big data.

Digital Disruptor

Organization is built on digital capabilities for agility. Digital assets and process easily modified. Intimate understand of customer patterns. Ability to expand market and create new markets.

Build connected digital assets to drive revenue. Scalability, changeability and ROI are primary drivers. Add User Assistance (UA) to User Experience (UX). Technology teams build rapidly with outcome in mind.