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TAKING DIGITAL STRATEGY TO THE NEXT LEVEL STEVE MUYLLE, PHD PROFESSOR & PARTNER

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Page 1: TAKING DIGITAL STRATEGY TO THE NEXT LEVEL/media/Corporate/Pdf... · Decide.com (acquired by eBay; shut down Sep 30, 2013) Web site (and mobile app) Price Alerts: We'll notify you

TAKING DIGITAL STRATEGY TO THE NEXT LEVEL

STEVE MUYLLE, PHD PROFESSOR & PARTNER

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Vlerick Business School 2 © Prof Dr Steve Muylle

NASDAQ - TECH VALUATIONS

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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.

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DIGITAL STRATEGY

5

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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

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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

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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

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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

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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

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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

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TECH TRENDS

12

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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

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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

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Vlerick Business School

COGNITIVE COMPUTING

15 © Prof Dr Steve Muylle

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Vlerick Business School 17

MOBILE

© Prof Dr Steve Muylle

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Vlerick Business School

SOCIAL MEDIA

19 © Prof Dr Amit Basu - Prof Dr Steve Muylle – Willem Standaert

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MARKET SHIFTS

20

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Vlerick Business School 21

CUSTOMER BEHAVIOR

© Prof Dr Steve Muylle

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Vlerick Business School 23

DIGITIZATION OF PRODUCTS

Source: Stefaan De Moor, Service Director, Siemens NV, [email protected]

© Prof Dr Steve Muylle

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Vlerick Business School

NET PROMOTER SCORE ®

Source: http://community.netigate.net/

24 © Prof Dr Steve Muylle

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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

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Vlerick Business School 26

NEW BUSINESS MODELS

© Prof Dr Steve Muylle

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Vlerick Business School 27

REDEFINED ECOSYSTEMS

© Prof Dr Steve Muylle

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PLAN

28

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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

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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.

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Vlerick Business School 31

SPIN-OFFS

© Prof Dr Steve Muylle

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Vlerick Business School 32

INNOVATION WITHIN EXISTING BUSINESS MODEL

© Prof Dr Steve Muylle

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Vlerick Business School 33

STRATEGIC EXPERIMENTS

© Prof Dr Steve Muylle

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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.

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Vlerick Business School 36 © Prof Dr Steve Muylle

DISRUPT JOB MATCHING ?

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Vlerick Business School 37 © Prof Dr Steve Muylle

PRIORITIZATION – STRATEGIC BUDGETING ?

Worth Exploring Worth Building

Valu

e

Cost

Unattractive

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TAKE AWAY

38

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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

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Vlerick Business School

THANK YOU!

Steve Muylle, PhD

Professor & Partner

Vlerick Business School

Contact

[email protected]

Connect

www.linkedin.com/in/stevemuylle