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TAKING DIGITAL STRATEGY TO THE NEXT LEVEL
STEVE MUYLLE, PHD PROFESSOR & PARTNER
Vlerick Business School 2 © Prof Dr Steve Muylle
NASDAQ - TECH VALUATIONS
Vlerick Business School 3
DESIGN THINKING
© Prof Dr Steve Muylle
1. Apply design process to design artifacts beyond physical products:
User interface software, user experience, process, service, strategy, ecosystem
2. Design the intervention, which refers to the introduction of the design artifact into the status quo, by applying the principles of rapid prototyping:
Introduce solution with purposely lower complexity
Incorporate user interaction in every step
Iterate in short cycles and improve the artifact
Source: Brown, Tim and Roger Martin, Design for Action, Harvard Business Review, pp. 56-64, Sep 2015.
Vlerick Business School 4 © Prof Dr Steve Muylle
DISRUPT JOB MATCHING ?
DIGITAL STRATEGY
5
Vlerick Business School
DIGITAL TECHNOLOGIES
6
(Source: Bharadwaj et al. 2013)
Digital Technologies (DT) are combinations of:
Information Technologies
Computing Technologies
Communication Technologies
Connectivity Technologies
© Prof Dr Steve Muylle
Vlerick Business School
DIGITAL TECHNOLOGIES
7
(Source: Brynjolfsson E. and McAfee A. 2014. The Second Machine Age. W. W. Norton & Company. p. 48.)
© Prof Dr Steve Muylle
Vlerick Business School
DIGITAL TECHNOLOGIES
8
(Source: Brynjolfsson E. and McAfee A. 2014. The Second Machine Age. W. W. Norton & Company. p. 48.)
© Prof Dr Steve Muylle
Vlerick Business School
STRATEGY
9
Strategy is the creation of a unique and valuable
position, involving a different set of activities.
Crafting market strategy is the process of studying
how to exploit a business’s resources to achieve
short-term and long-term marketplace success,
deciding on a course of action to pursue, and flexibly
updating it as learning occurs during implementation.
(Source: Porter 1996; Anderson et al. 2009)
© Prof Dr Steve Muylle
Vlerick Business School
DIGITAL STRATEGY
10
(Source: adapted from Bharadwaj et al. 2013)
Digital Strategy is organizational strategy
formulated and executed
by leveraging digital technologies
to drive organizational performance.
© Prof Dr Steve Muylle
Vlerick Business School
DIGITAL STRATEGY
11
(Source: adapted from Bharadwaj et al. 2013)
Organizational Performance
DIGITAL STRATEGY
Contexts Modes
Processes
KEY TECH TRENDS Analytics - Big Data Cloud Computing
Cognitive Computing Internet of Things
Mobile - Social
KEY MARKET SHIFTS Customer Behavior
Digitization of Products New Business Models Redefined Ecosystems
© Prof Dr Steve Muylle
TECH TRENDS
12
Vlerick Business School 13
ANALYTICS – BIG DATA
© Prof Dr Steve Muylle
Decide.com (acquired by eBay; shut down Sep 30, 2013)
Web site (and mobile app)
Price Alerts: We'll notify you the moment the price of a product you want drops
Online and Nearby Pricing: Get the best price whether it's in-store or online Price Predictions: Find out whether the price is going down or up Price Guarantee: If our predictions are wrong, we'll pay you the difference
Vlerick Business School
CLOUD COMPUTING
14
“We seek to be Earth’s most customer-centric company
for four primary customer sets: consumers, sellers, enterprises, and content creators.”
- Jeffrey P. Bezos
Founder and Chief Executive Officer Amazon.com, Inc.
© Prof Dr Steve Muylle
Vlerick Business School
COGNITIVE COMPUTING
15 © Prof Dr Steve Muylle
Vlerick Business School 16
INTERNET OF THINGS
© Prof Dr Steve Muylle
Smappee
Vlerick Business School 17
MOBILE
© Prof Dr Steve Muylle
Vlerick Business School
SOCIAL MEDIA AS 2-SIDED PLATFORMS
18
(Source: Cusumano 2010)
© Prof Dr Steve Muylle
Vlerick Business School
SOCIAL MEDIA
19 © Prof Dr Amit Basu - Prof Dr Steve Muylle – Willem Standaert
MARKET SHIFTS
20
Vlerick Business School 21
CUSTOMER BEHAVIOR
© Prof Dr Steve Muylle
Vlerick Business School
New products
Adding information features
Selling information as a product
Selling knowledge as a product
22
DIGITIZATION OF PRODUCTS
© Prof Dr Steve Muylle
Vlerick Business School 23
DIGITIZATION OF PRODUCTS
Source: Stefaan De Moor, Service Director, Siemens NV, [email protected]
© Prof Dr Steve Muylle
Vlerick Business School
NET PROMOTER SCORE ®
Source: http://community.netigate.net/
24 © Prof Dr Steve Muylle
Vlerick Business School
TOP NPS® US 2013 - 2014
Source: http://www.insightsfromanalytics.com/blog/bid/324678/Top-10-U-S-Net-Promoter-Scores-NPS-for-2013
Update for 2014 : http://customergauge.com/news/2014-net-promoter-benchmarks/
USAA - Insurance = 80% USAA - Banking = 78% Costco = 78% Apple - Laptop = 76% Dillards = 75% Nordstrom = 75% Apple - iPhone = 70% Amazon = 69% Southwest Airlines = 66% Apple - iPad = 65%
25 © Prof Dr Steve Muylle
Vlerick Business School 26
NEW BUSINESS MODELS
© Prof Dr Steve Muylle
Vlerick Business School 27
REDEFINED ECOSYSTEMS
© Prof Dr Steve Muylle
PLAN
28
Vlerick Business School
DIGITAL STRATEGY
29
(Source: adapted from Bharadwaj et al. 2013)
Organizational Performance
DIGITAL STRATEGY
Contexts Modes
Processes
KEY TECH TRENDS Analytics - Big Data Cloud Computing
Cognitive Computing Internet of Things
Mobile - Social
KEY MARKET SHIFTS Customer Behavior
Digitization of Products New Business Models Redefined Ecosystems
© Prof Dr Steve Muylle
Vlerick Business School 30
ORGANIZATIONAL DNA FOR STRATEGIC INNOVATION
© Prof Dr Steve Muylle
Source: Vijay Govindarajan and Chris Trimble, Organizational DNA for Strategic Innovation, California Management Review, Vol. 47, No. 3, pp. 47-76, Spring 2005.
Vlerick Business School 31
SPIN-OFFS
© Prof Dr Steve Muylle
Vlerick Business School 32
INNOVATION WITHIN EXISTING BUSINESS MODEL
© Prof Dr Steve Muylle
Vlerick Business School 33
STRATEGIC EXPERIMENTS
© Prof Dr Steve Muylle
Vlerick Business School 34
DIGITAL TRANSFORMATION
© Prof Dr Steve Muylle
Transformation A: Reposition the core business, adapting to the altered marketplace
Transformation B: Create a separate, disruptive business to become the next source of growth
“Capabilities exchange”: Establish a new organizational process that allows the two transformation efforts to share resources without intervening with each other’s operations
Source: Gilbert, Clark, Matthew Eyring, Richard N. Foster, Two Routes to Resilience, Harvard Business Review, pp. 3-9, Dec 2012.
Vlerick Business School 35 © Prof Dr Steve Muylle
DISRUPT JOB MATCHING ?
Vlerick Business School 36 © Prof Dr Steve Muylle
DISRUPT JOB MATCHING ?
Vlerick Business School 37 © Prof Dr Steve Muylle
PRIORITIZATION – STRATEGIC BUDGETING ?
Worth Exploring Worth Building
Valu
e
Cost
Unattractive
TAKE AWAY
38
Vlerick Business School
Tech firms that try to disrupt established industries attract lots of
buzz, capital and talent.
The incumbent firm response should not be just about MVP, agile
sprints, and user participation.
Incumbent firms can take their digital strategies to the next level by
Closely monitoring and purposefully embedding key shifts in
technologies and markets.
Crafting new business models that forget and/or borrow.
Piloting new ecosystems as platform leaders.
The end game is to drive organizational performance.
39
TAKE AWAY
© Amit Basu & Steve Muylle
Vlerick Business School
THANK YOU!
Steve Muylle, PhD
Professor & Partner
Vlerick Business School
Contact
Connect
www.linkedin.com/in/stevemuylle