Digital Transformation Projects Have an 84% Chance of Failure; Are You Ready to Failure or Succeed?

Would You Invest If You Knew the Investment Had a High Likelihood of Failure?

If I were to tell you that I had an investment opportunity for you and the probability of you making money was 16% or less, how likely would you be to invest in it? But if I told you that the investment opportunity had a 90% chance of returning your investment, might you be more likely to want to invest?

What’s interesting is that digital transformation is all around us. We can’t help but be impacted in our person lives, from smart phones, smart TVs, apps (think taxi’s vs. Lyft), Siri, Alexa and Google Home. In business, it’s clear that customers want to engage with business in digital and mobile channels. Businesses need to make the transition to be competitive and survive. Yet according to Consultancy.uk* and Bruce Rogers** who wrote Profitable Brilliance: How Professional Service Firms Become Thought Leaders, 84% of businesses undergoing digital transformation are likely to fail. 

The More Things Change, The More They Stay The Same

Having been at this game for a while, the statistics reminded me of stats from nearly 20 years ago when the topic was CRM and ERP. Though they are not exactly the same, they have many of the same elements. Digital transformation, innovation and CRM and ERP implementations are IT implementation of people, process and technology. What they have in common is the use of technology to make scalable processes that were once manual. The advantages among many, were higher productivity (cost savings) but also providing better customer-facing experiences (revenue generating.) Going back through my old papers about CRM and ERP failure rates,*** I saw many of the same type of stats predicting similar failure rates for digital transformation projects are being predicted today**** (and by many prominent groups, including IDC, Gartner Group and Forrester Research.)

Things that make you go hmmmm. The more things change, the more they stay the same.

When Will Organizational Change Management and Culture Change Be Taken Seriously?

The stats show since the late 1990’s – early 2000’s until now, when Culture Change (CC), Organizational Change Management (OCM) and Behavioral Change (BC) is missing from a project, there are issues, yet it’s still not “fashionable.” Perhaps the lack of fashionability is from an old paradigm stemming from the command and control type leadership that doesn’t deem people as an important aspect of the business transformation, whether its CRM, ERP or Digital Transformation. Perhaps it stems from leadership that doesn’t know there’s a whole science and set of CC and OCM methodologies that go along with IT implementations. Perhaps they have never been shown the value of that OCM and CC can bring, so they still don’t think it’s important enough to invest in. Perhaps it’s a matter of showing people that it works and makes a difference!

The Time for Change is Now

The 4th industrial revolution challenges most of our existing mental models. What this means is that cultural change is essential to enable and execute successfully, any business / organizational / digital transformation. The key is having a plan, as well as, having developed tools and process for culture change and organizational change management which includes, but is not limited to having a:

  1. Communication plan and regular communication cadence
  2. Leadership and stakeholder involvement and engagement
  3. Training and skill development for the future state of the business and
  4. Organizational readiness and adoption on a continuing basis of the ongoing changes.

And of course, underneath each of these very simplistic groupings is a deep set of assumptions, tools, methodology and business-driven outcomes. So digital transformation isn’t uniquely about technology. It is about having the right digital strategy to ultimately transform a business to achieve higher objectives. This type of digital transformation must be built along with the human capital component, including skill sets, as well as, a cultural adoption of changing the way we do business. So what it boils down to is evolving behaviors within the organization, both from a leadership point of view as well as middle level managers to all employees.

Being Stuck in the OCM Adoption Chasm Will Cause Digital Transformation Failure

What is seems like, referencing one of my favorite people and author’s is Geoffrey Moore. It’s seems that perhaps we are, after twenty or more years of having OCM and CC at our finger tips, we are stuck in the adoption chasm. What we are headed for is the digital transformation iceberg of failure. We know what the iceberg did to the Titanic. We don’t want to be on a sinking ship. So what does an organization need to do? More on all of this in a future post.

@drnatalie

Natalie Petouhoff

VP, Program Executive, ITC | Salesforce.com

References

* Consultancy.uk. “Two Thirds of Digital Transformation Projects Fail” Consultancy.UK. N.p., 28 Sept. 2015. Web. 28 July 2016

**Rogers, Bruce. “Why 84% Of Companies Fail At Digital Transformation.” Forbes. Forbes Magazine, 7 Jan. 2016. Web

*** http://sloanreview.mit.edu/article/the-end-of-corporate-culture-as-we-know-it/

*** http://www.cio.com/article/2440386/supply-chain-management/supply-chain—hershey-s-bittersweet-lesson.html

*** http://customerthink.com/failed_crm_implementation_finally_costs_hp_465_million_in_damages/

*** http://www.destinationcrm.com/Articles/Columns-Departments/The-Tipping-Point/The-Scientific-Reason-for-CRM-Failure-Part-1-42510.aspx

*** http://www.destinationcrm.com/Articles/Columns-Departments/The-Tipping-Point/The-Scientific-Reason-for-CRM-Failure-Part-2-42655.asp

*** http://media.techtarget.com/searchCRM/downloads/CRMUnpluggedch2.pdf

*** http://www.zdnet.com/article/crm-failure-rates-2001-2009/

*** https://hbr.org/2002/02/avoid-the-four-perils-of-crm

*** http://www.infoworld.com/article/2648303/applications/waste-management-sues-sap-over-erp-implementation.html

*** http://www.computerworld.com/article/2517917/enterprise-applications/sap–waste-management-settle-lawsuit.html

*** https://www.google.com/#q=hershey+crm+failure&*

*** http://www.crmsearch.com/crm-failures.php

*** http://www.destinationcrm.com/Articles/Columns-Departments/Insight/A-Succession-of-Failures-70822.aspx

**** https://www.idc.com/getdoc.jsp?containerId=US40550115 ; http://www.gartner.com/newsroom/id/3337617 ; https://www.cmo.com.au/article/545992/will_your_business_digital_predator_prey_/

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Digital Disruption is Gonna Get You Unless You Prepare Your Brand Now

Disruption surrounds the marketplace. As companies face disruption in their industry, the race to stay ahead of or beat the competition is quickening. Software is one of the ways companies competitively automate, manage and analyze business processes, data and content and scale operations. And to successfully compete in this increasingly digital world, enterprises need to transform slow, error-prone operations from manual, analog processes to automated digital workflows and document generation.

However, as various departments in companies buy software applications, often the lines of business are choosing the best of breed solutions and platforms which don’t necessarily easily integrate with each other or the main IT systems. This results in companies having many separate software systems. With people distributed over large geographies, it can be difficult to coordinate work across the business and thus defend against competitors.

While obtaining the right software for each department and use case is important, this often leaves the organization without a way to easily connect the work flows across departments and lines of business to get the return on investment. What is the key to winning the digital transformation race? A digital business process flow platform.

Businesses that drive process efficiency and effectiveness across desperate software solutions and across every aspect of their business will be uniquely qualified to position themselves to exceed and excel. To do this, companies need a platform to digitally integrate, sync and create sophisticated business processes independent of the variety of different software solutions throughout the various departments in a company.

The issue is however, not just to connect SaaS applications, but to also provide process automation to make sure the processes from each of those applications work together well. Without a digital workflow and content automation (WCA) platform and corresponding analytics, it can be very difficult to make sure the investments the organization has made in separate software solutions are actually returning the investment. Nintex does just that.

Competitive Positioning

Nintex’s key differentiator is they offer a digital transformation platform comprised of Nintex Workflow Cloud and Nintex Hawkeye. The host of Nintex’s digital SaaS connectors allows clients to rapidly build and deploy a digital workflow and content automation (WCA) and cloud transformation platform without having to write code. The business result is the ability to acquire customers faster, increase the pace of innovation, as well as control and manage expenses. The platform allows organizations to automate their business processes quickly and easily. And the drag and drop interface encourages quicker adoption of the Nintex solution. Importantly, any workflow automated with Nintex Workflow can be deployed to native mobile platforms (Android, iOS and Windows) in a rapid and simple manner.

The Nintex platform automates processes on and between enterprise content management systems and collaboration platforms, connecting on-premises, cloud workflows and mobile users. Two hundred of the Fortune 500 companies use Nintex, including more than 7,000 public and private organizations in 90 countries, running millions of workflows daily.

For companies that are not ready to move everything to the cloud, Nintex also allows companies to create workflows that stretch across both cloud-based and on-premises systems and services, to distribute work to multiple sites for multiple purposes and move data and workflows to the cloud when they are ready.

Nintex’s overall power is as a Digital Business Platform (DBP). Nintex combines powerful Workflow and Content Automation (WCA) capabilities in one platform. (Editor’s Note: WCA is an emerging technology category that consolidates the legacy technology markets of Business Process Management (BPM) and Customer Communications Management (CCM).) Nintex offers advanced WCA for its easy-to-use workflow and document generation capabilities and workflow analytics (workflow process intelligence).

Target Markets and Industry Vertical Solutions

Target markets include Communications and Media, Education, Financial Services, Government, Healthcare and Life Sciences, Legal, Manufacturing, Professionals Services, Retail Services and Technology industries. Nintex solutions are designed for a range of lines of business within organizations, including Sales and Marketing, Finance, Human Resources, IT and Administration, Customer Service, Field Service and Safety.

High-payback document processes that are faster to implement with a system like Nintex include those in Table 1, customer-facing processes as well as back-office processes (see Table 2a and 2b.) What’s important to note is that the implementation timeframe and costs are fractions of a traditional enterprise-level IT system and instead of using a single, formal, top-down development effort, they are evolved with rapid iterations. This takes a page out of the lean-process, design-thinking community, where rapid iterations and pivoting is key to success and gives large organizations not used to the start-up mentality the edge to be more competitive, quicker.

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Customer References

In speaking to Nintex customers our research found that many of the gains came from having an easy way to process and execute their digital transformations. This might include moving to the cloud, reducing the number and complexity of workflows like creating and approving a press release, signing and approving contracts, reducing resources and reassigning them to more important jobs as well as reducing the number of software applications used by the company.

The savings in time for enhanced workflows advanced the company’s position in the marketplace, allowed them to get to market faster and beat the competition. In addition, IT departments were able to be more focused on the needs of the business versus being taxed with the maintenance of many separate software applications. These typical IT responsibilities took IT’s time and focus away from the direct needs of the business. By implementing Nintex, the relationship between the lines of business and IT were greatly improved. With the ever changing dynamics in IT, the IT department needs to be highly agile and flexible in the solutions they provide for the business. Nintex provides IT with what they need to deliver to the business. This makes IT more relevant than ever, which is especially key when many lines of business are buying their own software. Now, more than ever, IT can play a key role in the success of the business.

Are you looking to digitally transform your business? Have you determined which processes are slowing the digital transformation of your business? And do you have a solution to take those manual, error-prone processes and digitally enable them? This report will help you in choosing a vendor that can help you with just that.

@DrNatalie Petouhoff, VP and Principal Analyst, www.ConstellationR.com

Covering customer and employee applications that empower digital workplaces

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What’s a Key Part of a Digital Transformation? Digital Workflow

As companies take on digital transformation for real, they need to consider the people (their skills and backgrounds), the processes (has the brand made them digital or they still doing things on spreadsheets?) and the technology (to enable the company to be more digitally oriented.)

That all sounds easy, but it is only if a company uses a digital business platform that enables an advanced,  easy-to-use workflow and document / content generation and automation capability; Workflow and Content Automation (WCA) capabilities that improve the way people work digitally. This type of software needs to enable point and click workflow automation to handle everything from basic business functions to company-wide processes with a few clicks.

But in addition to WCA, the digital business platform also needs to have analytics. Why? Because the business will want to monitor the workflows and determine which ones are working well and which processes still need improving. (Most of the time companies don’t look to see if a process they have implemented is effective or efficient.) For example, let’s say you wanted to see how well your expense claims process was working. In the figure below, Nintex Hawkeye is used for expense claim processing;  to look claims  submitted and service level agreement infringements data to sharing among the management to increase the effectiveness and efficiency of the expense claim process.

Dashboard for Expense Claims Submitted

Dashboard for Expense Claims Submitted

Not only can a company automate a workflow digitally, but they can also monitor, capture and share the process performance for expense claims. The company can see number of claims submitted (677), the amount of expense claims submitted ($1.41M), the average expense claim amount submitted ($2.08K) and what the SLAs infringements were (1996). They can also see how the average expense claim is rising in cost each year (bar chart) and the departments who are submitting the expense reports (the circle graphic.) In this one simple example, a company can take what used to be a manual or somewhat manual process and make it completely digital as well as provide analytics around how well the process is working.

Nintex’s intuitive user interface eliminates the need for complicated coding and training for the lines of business, system integrators, and IT departments as they pursue digital transformation. In addition, the workflow analytics allow companies to more effectively optimize workflows across organizations, be more productive and intelligent, correct ineffective or inefficient workflows, and thus increase revenue as well as decrease costs.

In evaluating the value of digital transformation software, it is important to look at departments that drive revenue and affect customers. High return on investment (ROI) use cases are processes that involve content (documents, forms, records, etc.) for which requests for further automation and process improvement may take a long time for IT to accommodate. (IT has a lot on their plate and what seems to the business as a simple change, could take IT much longer without a digital business platform.)

To successfully compete in this increasingly digital world, enterprises need to transform their slow, error-prone operations from manual, analog processes to automated digital workflows and document generation. As companies consider their journey to a digital workplace, they will need to consider how they are going to transform all their processes that were once done on paper or in spreadsheets, to a fully digital process. A digital business platform is a great place to start. For more on this report, please click here.

@DrNatalie Petouhoff, VP and Principal Analyst, www.ConstellationR.com

Covering-customer and employee-facing applications that make employee and customer experiences better

 

 

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Atlassian acquires Trello for $425M: Will It Remain Free?

As most acquisitions start out with the “ideal” that the product will remain pristine and nothing will change – it will be interesting to see if the acquisition of Trello by Atlassian will be the norm or the exception. From a business point of view Atlassian paid $425M, so they will want their investment to pay off.

What’s interesting in today’s world is that instead of putting a bunch of developers in a room to develop new software, companies like Atlassian, instead buy a company. This is truly an emerging strategy in product development and one that makes sense with respect to acquiring best of breed. We hope that Atlassian will keep its word and Trello will remain free. Proof is always in the pudding.

Often the story during the press release phase is that “The original folks are going to run it, not the new company!” “Things will stay the same.”

WhatsApp and Waze are both pretty good examples of high profile acquisitions. It’s generally unlikely that it will be the executive team from any start-up that ends up sticking around past whatever agreement they signed with buyer. There’s generally some “golden seatbelt” that requires the start-ups executives to stay for a particular period of time. And once that time is up, its not unpredictable that they leave that because they are “start-up” personalities – meaning they like the start-up phase and not so much the growth and maintenance or innovation phase of a company because their jobs will change and hence their interest.

It really takes four types of entrepreneurs/management to make a start-up successful. First the the start-up folks who like the beginning, ideas flowing, do a lot with a little, the adrenal of “can we do this?”

Second, to have a company grow, it takes people who are really good at R&D and growth strategies, which different often greatly from start-up strategies and tactics.

And third, there are the maintenance executives who are really good a making a company run like a well oiled machine; again very different type of personality traits are required for this.

The fourth stage is now required (it had not been as much a part of management theory in the past. But with technology changing so rapidly, innovation to stay relevant and on top requires people to look outside their comfort zone and understand what’s coming next and how can they innovate and transform their company.) Otherwise the company becomes a dinosaur and dies. We’ve seen plenty of that happening to the likes of Tower Records, Circuit City, etc..

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We all have our beloved start-ups. And many of us have been part of start-ups. What’s true is that we all hope nothing will change. What is also true is that it takes a lot of effort to go beyond the start-up phase into the growth, maintenance and innovation phases. People get tired; they want their initial investment to pay off; and they truly like doing what they do best. And it may not be the other phases of what a company goes through. It’s not fair to ask people, however idealistic it is, to do things they don’t enjoy or are not good at.

Will Trello stay the same? Or will it change as many other acquisitions have, as they got bought or swolled up, and give into the reality of the phases of what it takes for an initial idea to grow into a company? Only time will tell.

@DrNatalie, VP and Principal Analyst, www.ConstellationResearch.com

Covering customer-facing applications and innovation

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Where I am Speaking This Fall! Come Say Hello!

It’s a busy fall and I hope to see you all out there, whether in person or on a webinar. Here’s some of the places I will be:

1. Webinar: ROI of Social Customer Care Sept 6th @clarabridge http://bit.ly/2bvWzgJ #custserv #CX

(Here’s the report: http://www.drnatalienews.com/blog/roi-of-social-customer-service-how-to-calculate-it-and-create-a-strong-business-case )

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2. Think ROI of Social #custserv can’t be calculated? Think again! Webinar Sept 13th @clarabridge http://bit.ly/2bSN0vj

(Here’s the report: http://www.drnatalienews.com/blog/roi-of-social-customer-service-how-to-calculate-it-and-create-a-strong-business-case )

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3. Digital Transformation: the Digital Blindspot – don’t let it happen to your co #ITRATL Sept 14th @constellationr (Here’s the report: https://www.constellationr.com/research/digital-disruption-blind-spot-could-sink-your-iot-initiatives )

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4. Modern survival guide: Speaking on #custserv for Millennials #OOW16 Tues 11AM Sept 20th @constellationr

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5. Webinar: How #DPM is the new #CX Sept 28th @dynatrace http://bit.ly/2bDQq2X @constellationr

(If you’re not actively managing digital #CX you’re not doing it right. check out the report on how to make #CX the best in the biz http://buff.ly/2b2yjpW )

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6. Digital Performance Management #DPM #DXS16 November 14 – make your #customerexperience #CX really powerful http://bit.ly/2bCLNrE

(If you’re not actively managing digital #CX you’re not doing it right. check out the report on how to make #CX the best in the biz http://buff.ly/2b2yjpW )

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Dr. Natalie Petouhoff, VP and Principal Analyst

Covering Customer Experience and Customer Service, Digital Performance Management and Digital Transformation

 

 

 
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New Report: Neuroscience Proves Customer Experience (CX) Isn’t Just Fluff

What’s the Importance of CX? There’s a lot of talk about creating a great customer experience. Seems the world has gone from being concerned with CRM to customer experience. And every vendor is talking about it- whether its a marketing vendor, customer service vendor, mobile vendor…. What I wondered was what scientific data is there to help prove that customer experience wasn’t just a fluffy initiative that was the next fad. From being a customer myself (we all are) I found that intuitively I know that the type of customer experience I have and others have does make a difference in our opinion about a brand. It changes whether we want to interact with them again, whether we purchase from them, whether we become a loyal customer bringing repeat business and whether we make positive remarks to our friends and family as well as what we post in social media. Social media carries more weight that most realize because while most people won’t post a response, they will read it. That’s the 1-9-90 rule, where ~1% of the people post, ~9% respond to the person who posted and ~90% just read the post, but don’t respond. 90% of my 58,000 followers on Twitter is 52,200 people.  Even if not all of them see a post, it’s still a lot of people.

The Science of Flow That Makes Up Customer Experience. Noted psychology researcher and writer Mihaly Csíkszentmihályi observed in 1998 that people who perform seamless, sequence-based activities regularly are happier than people who do not. He coined the term “flow” to describe this behavior. However, instead of offering smoothly sequential flows, websites and mobile applications often experience lag, downtime, and restarts. At the same time, customers’ flow-oriented brains simply are not wired to deal with poor digital interactions. As a result, when the customer experience is poor, they leave the site and go to a competitor’s that has optimized both their IT and CX metrics so the experience does flow well. Science has shown the business need for great customer experiences is a fact, not a myth.

The Neuroscience of Customer Experience. It can be tempting to label customers picky and impatient, but there’s a wealth of research on what happens to customers on a neurological level when they are forced to deal with slow or interrupted processes. Impatience is an indelible part of human circuitry. Brands must recognize that the hardwiring of customers’ brains and their neurological desire for flow and ease of use are part of their expectations. Companies must come to terms with the economic imperative of the customer experience or risk losing customers to the competition.

Based on neuroscience, the facts about human perception and response times have been consistent for more than 45 years. They are hard-wired into the brain and are consistent regardless of the type of device, application, or connection a customer is using. That’s key to understanding where customer expectations come from. It is critical to determine how a brand’s web and mobile sites compare to customer expectations as well as to benchmark against CoIT applications, competitors or even non-competitors who have a great customer experience.

Customer Expectations Mean Business. In Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions,” he found that people have always been most comfortable, efficient and productive with response times of less than two seconds. Since 2006, what has changed slightly is that the average online shopper expects pages to load in four seconds or less. Today, 49 percent expect page load times of two seconds or less and 18 percent expect pages to load instantly. While optimizing every aspect of a brand’s digital assets to meet an “instant” expectation is a laudable goal, organizations simply may not have budgeted the resources to achieve this goal. Digital experience maturity, however, provides teams the ability to identify the interaction points in the digital customer journey most sensitive to improvement. As a result, they can maximize return on performance investment and include this in the budget and resource planning.

Fast websites create satisfied users who are more likely to follow “calls to action” to register, download, subscribe, request information, or purchase. On the other end, unsatisfied users, which could include those who experience a mere two-second slowdown in web page load time, make almost two percent fewer queries, nearly four percent fewer clicks, and report being significantly less satisfied with their overall experience. Worse, they tell friends about their negative experience. With the word-of- mouth that social media networks provide, brands need to heed the seriousness of positively differentiating the brand’s customer experience.

Want more information on this new report? You can find it here.

The neuroscience of customer experience @drnatalie petouhoff

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

Covering Customer-facing applications that make great customer experiences

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Dr. Natalie’s Research Agenda and Published Research

If you are wondering what I have been up to lately, I thought I would put all the research I have published  into one place. Here’s a list of Dr. Natalie’s completed and published research and soon to be published content! It ranges from IOT, Analytics, Big Data, Customer Experience, Leadership, Organizational Change Management, Storytelling, Collaboration, Digital Transformation, Social Selling, Social Media, the Cloud, Marketing, Sales, SaaS, IaaS, PaaS, DaaS, AI, Machine Learning, Innovation, Social Networks, Social Media Monitoring, Mobile, Customer Service and Customer Success Management….and a few things in-between…

IOT (The Internet of Things), Innovation, AI, Machine Learning, Analytics and the Cloud

• The Algorithm of You: How IoT Transforms and Differentiates Customer Experience: Using the Internet of Things to Boost Revenue and Deliver a Brand’s Personalized Promise

• Digital Disruption: The Blind Spot That Could Sink Your IoT and CX Initiatives

• The Internet of Things Improves Customer Experience in Retail Supply Chain

• The As-a-Service Economy: CX and IOT Mean You Have to Deliver Great Experiences- Upcoming

• Customer Experience IOT in the Automotive Industry-Upcoming

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Digital Transformation: Customer Engagement, CRM, Innovation, Customer Experience, Customer Service, The Cloud and Analytics

• ROI Of Customer Service & Customer Experience

• How to Measure Customer Experience: Performance Management Maturity-Upcoming

• Case Study: Elaine Turner® Brand and Oracle Commerce, Marketing and Customer Service-Upcoming

• The Need for Inspiring Leaders to Orchestrate Customer Experience Initiatives-Upcoming

• Experience Management: How to Deliver Integrated Customer Experiences

• How Rackspace Creates the Next-Generation Customer Experience

• The ROI Of Agile Customer Care: Reduce Training and Easy To Add Channels

• Digital Imperatives for Omni-Channel Retail Customer Experiences

• Nine Pillar Of Successful Self-Service for Digital Customer Engagement

• 6 Pillars of e-commerce Customer Engagement

• 9 C’s of Customer Engagement – Delivery and Communication Styles: Channels, Content and Cadence

• 9 C’s of Customer Engagement – People Centric Values: External & Internal Culture, Community, Credibility

• 9 C’s of Customer Engagement – Right Time Drivers: Context, Catalysts, Currency

• How Delta Uses Microsoft Dynamics and Avanade to Create Next-Generation Customer Experiences

• How Microsoft Dynamics CRM Improves Productivity at Trek Bicycle

• Delta Uses Microsoft to Transform Flight Operations and the Customer Experience

• New Belgium Brewing Creates Great Customer Experiences Using Microsoft Dynamics

• Beyond Journey Maps, Delivering Mass Personalization at Scale

• The State of Customer Service and Support Evolves 

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Social Media, Customer Service, CRM, Analytics, Innovation and the Cloud

• How General Motors Using Social Media To Listen To Customers and Sell Cars and Deliver Service

• The ROI of Online Communities: Online Communities Provide Value Beyond Call Deflection

• Why Top Marketers Create Branded Social Networks for Customer Engagement

• The State of Customer Service and Support Evolves 

• ROI of Social Customer Service- Upcoming

• The Customer Service Playbook for Integration of Traditional, Digital, Social and Mobile Customer Service Strategies and Technologies-Upcoming

• Mobile Customer Service-Upcoming

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Digital Marketing, Analytics, Innovation and the Cloud

• Should the Chief Marketing Officer Oversee the Whole Customer Experience?

• Data-Driven Marketing Campaign Optimization

• VentureBeat: Should the CMO Run the Whole Customer Experience?

• Executive Brief: Can Brands Keep Their Promise?

• Oracle Moves Its Focus from the CIO to the CMO

• How to Staff the Team for Effective Content Marketing

• The State of Marketing 

• Marketing Funnels Are Dead, What’s Next?

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Digital and Social Sales; Commerce, Innovation, Analytics and the Cloud

• How Sales Leaders and Sales Reps Can Create a Social Selling Organization: Convert Average Sales Teams into Top Performers Using Social Networks

• Five Approaches to Drive Customer Loyalty in a Digital World

• The Modern Sales Experience

• Continuity of Customer Experiences Drives the Future of Commerce

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Customer Success Management, Analytics, Innovation and the Cloud

• The State of Customer Success Management

• Gainsight: Customer Success Management for a Post-Sale, On-Demand, Attention Economy

• ServiceSource: Customer Success Management for a Post-Sale, On-Demand, Attention Economy

• Bluenose: Customer Success Management for a Post-Sale, On-Demand, Attention Economy

• Totango: Customer Success Management for a Post-Sale, On-Demand, Attention Economy

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If you are interested in learning about any of these reports or research, a speech or webinar on any of these or related topics, please reach out to me here!

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

Covering Innovative, Customer-Facing Applications that Create Great Customer Experiences

 

 

 

 

 

 

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From the Field: Capgemini Analyst Conference #capgemniAD16

Old Dogs Can Learn New Tricks: It’s never too late to transform yourself. Having been a system’s integrator many years ago, I found the transformations happening at Capgemni very inspiring. There was a period where many system’s integrators avoided the conversation about going to cloud and for good reason. Their business and revenue model was not shaped for the cloud. They were based for on-premise installations. Enter the cloud and everything changed. With the integration of IGATE and Capgemini, outstanding changes are definitely clear. Replacing McKinsey and Accenture in many digital transformation projects, they are looking to lead the digital transformation. Net new customers are over 200 and a 35% increase in the client base in North America. Though under NDA, the brands were very impressive.

What did Capgemini learn from IGATE? And I have to say I really appreciated all of the executives transparency and honesty in their process of becoming a digital transformation system’s integrator – including but not limited to Fernando Alvarez, Paul Hermelin, Srikanth Iyengar, Bill Ruh, Lanny Cohen, Tim Bridges, John Mullen, Dee Burger, Todd Rovak, Jean Pierre Petit, Frank Greverie, Doug Mills, Mathieu Colas and Andre Cichowlas. IGATE was known for the great client relationship capabilities. A client’s CIO had said, “I’ve never had a company pay more attention to my culture and my people and company that what we have experienced with IGATE.” IGATE is a new breed of company infusing it’s culture into Capgemini, with the key themes of speed, agility and imagination. And Capgemini vowed to learn from IGATE.

Capgemni’s Digital Business Model: It includes not only the “what” but the “how” of customer experience, including digital customer experience, digital organizational and people and digital operations. In terms of the “how”–  what digital seems to mean are areas like social & mobile, data, IoT, cyber security and cloud. There was a large focus on cyber security, as more and more customers are putting their data in the cloud. There is a focus on digital innovation as well as a digital ecosystem of partners and start-ups in the mix. There key digital capabilities include: innovation, digital customer experience, digital manufacturing and insights and data.

Fahrenheit212 Innovation Strategy and Design Company: They believe that innovation can be inherently reliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients’ businesses. They believe most great innovations don’t come from consultants—they come from entrepreneurs and entrepreneurial organizations. Entrepreneurs are driven by a powerful force that counter-balances their challenger mentality. Namely, they have skin in the game. They don’t obsess over the process of innovation; they care only about the outcomes. And it’s why they make a good addition to Capgemini.

Since their inception, Fahrenheit 212 has harnessed this entrepreneurial approach through a performance-based compensation model that aligns our risk and reward with that of our clients. They offer their clients the option of putting a significant portion of our potential compensation at risk, contingent on their solutions hitting pre-determined success milestones. This means their ideas can’t just be interesting; they actually have to deliver actual business results.

Digital Manufacturing Is Hot: The digital manufacturing value proposition includes a comprehensive enterprise offer of smart product and plants, Capgemni IP and an extended ecosystem of subject matter experts and highly skilled resources. With a 180,000 Capgemini employees, they are looking not only to re-skill some folks as well as hiring new people.

Cloud Is the New Normal: Their cloud value proposition is that cloud first is the new normal. Of their North American clients, 80% want their applications in the cloud in some way- some pure cloud, others a hybrid model.

Competitive Roadmap For Capgemini: Capgemini’s competitive roadmap is one of quality of service  where they want to work with some of the most demanding clients on the most challenging projects with the most talented people in the world. Capgemini’s entry into the world of IoT, though under NDA, was very impressive and spot on. I look forward to see what comes of their partnerships and their vision.

@drnatalie petouhoff, VP and Principal Analyst, Constellation Research

Covering Customer Facing Applications, including the customer experience of IOT

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Microsoft #Env16: Underwriters Lab: Transitioning from a Legacy to a Digital Company

 Underwriters Lab is transitioning from a legacy to a digital company.header2.png
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Source: Microsoft

You may not recognize the name “Underwriters Laboratory,” but “UL” is a mark you’ve seen everywhere. In fact it’s on 22 billion products, systems and materials from drywall to fire extinguishers to lamps to mattresses. The company got its start more than a century ago at the Chicago World’s Fair, where the “White City,” built to host the event on the shores of Lake Michigan, was one of the first to be illuminated entirely by electricity.

Insurance underwriters of the World’s Fair asked William Henry Merrill, a 24-year-old electrical engineer from Boston to come to Chicago and investigate how to deploy this new technology safely. Merrill never went back to Boston. He stayed in the Windy City and with $350, formed a new company that would test and develop safety standards for electricity and other new technologies entering the marketplace at the turn of the 20th Century. He called it “Underwriters Laboratory.” Today, UL uses Microsoft Office 365 and Microsoft Azure to securely store and share scientific findings and other information between employees, researchers and clients who collaborate around the world.

It wasn’t an easy transition for a company worried about security. Initially, UL was leery of trusting its intellectual property outside of the four walls of their Chicago-based headquarters. But now that they’ve enthusiastically embraced the cloud, UL can’t imagine doing business any other way. The cloud has changed the speed the company moves and helps clients, and ultimately, made it a leading innovator today, in the 21st Century. Here’s more in a video.

@drnatalie Petouhoff

Covering Customer Experience and IOT

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#Env16 Microsoft: Empowering People Sight Loss to Experience City Life

What is Microsoft up to now? Empowering people with sight loss the opportunity to experience city life.

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 Source: Microsoft

Everyone has a right to independence, but not everyone has the capacity. Cities Unlocked aims to set people with sight loss free to experience city life like never before. The pilot program is a unique collaboration between Microsoft, the U.K. charity Guide Dogs, and urban innovator Future Cities Catapult as well as other partners from business and academia. Even local travel is difficult and daunting with vision loss, which could be part of why of the two million people in the U.K. who have registered their visual impairment, 180,000 rarely if ever go outside, according to Guide Dogs. In the U.S., about 65 percent of people with vision loss are unemployed.

The partners worked together to create a prototype headset and mobile app that works with Bluetooth beacons placed along a given route to provide audio turn-by-turn directions, nearby points of interest (“Chiropractor, about 10 meters”), transportation updates (“No. 9 bus is approaching”) and even polite warnings (“Be aware: This is a main road”).

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1.png Source: Microsoft
@drnatalie petouhoff
Covering IOT, Customer Experience and Digital Transformation
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