Flevy 183

PowerPoint Templates & Diagrams
Digital Transformation
Diagrams
1 2 1 2 3
Talent Talent
Planning Acquisition Get
Communicate Develop a
Acquainted
through Social Well-planned
with Digital
Media Website
Talent
Organization
4 5 6
Use New
Methods of Invest in Acquire Talent
Talent Talent Selecting Training in Groups
Retention Development Candidates
4 3
Presentation created by
This is an exclusive document to the FlevyPro community - http://flevy.com/pro

This is compilation of business framework slides and templates related to
established Digital Transformation models
Presentation Overview
This document is a compilation of template and diagram slides of business frameworks related to
Digital Transformation. The following frameworks are included:
• Big Data Enablement Framework • Digital Transformation: Value Creation &
Analysis
• Blockchain Series: Technology Overview and
Examples • Enterprise Architecture for Digital Strategy
• Capabilities Architecture Planning (CAP) • Intelligent Process Automation (IPA)
• Customer Decision Journey and Social Media • Internet of Things (IoT) Decision Framework
Strategy
• Levers of IT Simplification
• Customer Experience
• Mobile Customer Journey and Experience
• Digital Leadership Design
• Digital Maturity Model • Mobile Strategy Primer
• Digital Organizational Design • Robotic Process Automation (RPA)
• Digital Talent Lifecycle • Six Building Blocks of Digital Transformation
• Digital Transformation Strategy (Primer) • Social Media Management
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This document is an exclusive document available to FlevyPro members - http://flevy.com/pro 2

Insert headline
Big Data Enablement Framework – TEMPLATE
Opportunities 1 Trust
Build a culture of innovation and Establish trust among consumers
experimentation. Data Usage to enable broad use of their data.
Platform 2 Organization
Leverage flexible, scalable, and Develop capabilities to implement and
efficient data systems. Data Engine leverage relevant data applications.
Participation 3 Relationships
Identify strategic partners that can help Create an open culture to support
unlock new economic opportunities. Data Ecosystem partnering and the sharing of data.
Source material: Big Data Enablement Framework

https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
Source: Enabling Big Data, BCG, May 2014

Insert headline
Big Data Enablement Framework – TEMPLATE ALTERNATE
1 2 3
Data Usage Data Engine Data Ecosystem
Participation
Opportunities Platform
Identify strategic partners that
Build a culture of innovation Leverage flexible, scalable,
can help unlock new economic
and experimentation. and efficient data systems.
opportunities.
Trust Organization Relationships

Establish trust among Develop capabilities to Create an open culture to
consumers to enable broad implement and leverage support partnering and the
use of their data. relevant data applications. sharing of data,
Source material: Big Data Enablement Framework

https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
Source: Enabling Big Data, BCG, May 2014

Insert headline
Blockchain Transaction Process – TEMPLATE
ENCRYPTION VALIDATION DISTRIBUTION
Text
Text Text
 
Text Text
The transaction is added to an The code of the transaction is Once a transaction is The transaction
online transaction ledger sent to a large network, where it is confirmed and validated by information is
encrypted with a digital security confirmed without compromising several parties, it exists on recorded and the
code. private information. This also the ledger of each as a transaction is
eliminates the need for a central permanent and unchangeable completed.
authority. record of the transaction.
Source Material: Blockchain Series – Technology Overview and Examples

https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
Source: Blockchain in Banking: A Measured Approach, Cognizant, 2016; Attribution: Icons designed by Eezy

Insert headline
Blockchain Transaction Example (Bitcoin) – TEMPLATE
This app alerts Bitcoin miners Many transactions occur in the When a miner solves the
To pay her, he needs two around the world of the network simultaneously. All the cryptographic problem,
pieces of information: his impending transaction, who pending transactions in a given the discovery is
private key and her public provide transaction verification timeframe are grouped in a “block” for broadcasted to the rest
key. services. verification. of the network.
1 2 3 4 5 6 7 8
Dave owes June money for coffee. Dave receives June’s public key by The miners verify The new block is put in the network,
He installs an app on his scanning a QR code from her that Dave has so that miners can verify if its
smartphone to create a new phone, or by having her email him enough Bitcoin transactions are legitimate.
Bitcoin wallet. A wallet app is like the payment address (a hash string funds to make the Verification is accomplished by
a mobile banking app and a wallet of numbers and letters). payment. computing cryptographic
is like a bank account. computations.

Attribution: Icons designed by Eezy Inc.

Insert headline
Blockchain Use Cases – TEMPLATE
FINANCIAL NON-FINANCIAL
Reviews/ Digital
Data Storage Asimov
Content/
Bitproof Ascribe ArtPlus
Endorsement
documents,
storage &
Spritzle delivery
Trading
Network
platforms Degree of
MUNA
Infra-
structure & Authen- Trust
APIs tication &
Authorization Everpass
Gaming PlayCoin Play
App deve- Digital One

Assembly UniquID
Currency
Stellar lopment Identity name
exchange &
remittance Fundrs.
Cryptosigma Blockchain in Marketplace MyPowers
org ePlug
loT
Follow Smart
Other BitHealth Otonomos
my vote Contracts
P2P
transfers
BitnPlay Real estate
Gold & silver

Ride Digital
sharing Diamonds
Tangible

Source: Let’s Talk Payments

Insert headline
CAP Implementation Process – TEMPLATE
1 Create a dedicated oversight team for the Transition
2 Restructure the existing system
3 Delineate a new capabilities system
4 Pre-test the new system
5 Scale up the successful Pilot results
Source Material: Capabilities Architecture Planning (CAP)

https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
Source: Enterprise Architecture Planning 2.0, PwC, 2016

Insert headline
CAP Implementation Process – TEMPLATE ALTERNATE
1 2 3 4 5
Create a
Delineate a new Scale up the
dedicated Restructure the Pre-test the new
capabilities successful Pilot
oversight team existing system system
system results
for the Transition
• Filler text, filler text, • Filler text, filler text, • Filler text, filler text, • Filler text, filler text, • Filler text, filler text,
filler text, filler text filler text, filler text filler text, filler text filler text, filler text filler text, filler text
Source Material: Capabilities Architecture Planning (CAP)

https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
Source: Enterprise Architecture Planning 2.0, PwC, 2016

Insert headline
McKinsey Customer Decision Journey – TEMPLATE
2 Active Evaluation
1
3
Initial
Moment of
Consideration
Purchase
Set
4
Post-purchase Experience
Ongoing exposure
Source Material: Customer Decision Journey and Social Media Strategy

https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
Source: Consumer Decision Journey, McKinsey & Co., 2009

Insert headline
Social Media on Customer Decision Journey – TEMPLATE
1. Monitor 2. Respond 3. Amplify 4. Lead
social channels for to consumers’ current positive changes in behavior
Phases of Journey trends, insights comments activity and tone or sentiment
Initial Brand Monitoring Crisis Management Referrals and Brand Content

1 Recommendations Awareness
Consideration
Active Product Launches

2 Evaluation
Moment of Targeted Deals and

3 Purchase
Offers
Post-purchase Customer Service Fostering Customer Input

4 Experience
Communities
Continuation Brand Advocacy

of Evaluation
Source Material: Customer Decision Journey and Social Media Strategy

https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
Source: Demystifying Social Media, McKinsey & Co., 2012

Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE
Discover Purchase
Promise Evaluate Delivery
Consider Use
Source Material: Customer Experience

https://flevy.com/browse/flevypro/customer-experience-2252
Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture

Insert headline
Digital Leadership Core Actions – TEMPLATE
Clarify the Advise, Don’t

Set a Vision
Team Roles Dictate
Keep Focused
Make Roles
on
Fluid
Outcomes
Source Material: Digital Leadership

https://flevy.com/browse/flevypro/digital-leadership-3190
Source: Digital Leadership, Deloitte, 2015

Insert headline
Digital Leadership Core Actions – TEMPLATE ALTERNATE
• Insert filler text, filler text, filler text, filler
text
• Insert filler text, filler text, filler text, filler
Set a Vision text, filler text, filler text
• Insert filler text, filler text, • Insert filler text, filler text,
filler text, filler text filler text, filler text
• Insert filler text, filler text, Keep Focused Clarify the • Insert filler text, filler text,
filler text, filler text, filler on Outcomes Team Roles filler text, filler text, filler
text, filler text text, filler text
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• Insert filler text, filler text, Make Roles Advise, Don’t • Insert filler text, filler text,
filler text, filler text, filler Fluid Dictate filler text, filler text, filler
text, filler text text, filler text


Insert headline
Digital Leadership Characteristics – TEMPLATE
1 Be Smart and Mobile

Provide Interactive Feedback and Use
2
Social Platforms to Engage
3 Allow Failure to Happen
Thrive on Working in a Networked
4
Environment
Foster a Culture of Sharing and
5
Model Values
Create a Personal Following 6
Leverage on “T-shaped” Talent
7
to Create Diverse Teams
Drive Analytics-based
8
Decision making
Be Flexible, Adaptable, and
9
Collaborative


Insert headline
Digital Maturity Model – TEMPLATE 7
6 Improve
Transform
5
4 Automate
Strategic Value
Optimize
3
2 Align
1 Radiate
Initiate
Crawl Walk Run

Digital Maturity
Source Material: Digital Maturity Model

https://flevy.com/browse/flevypro/digital-maturity-model-2250
Source: Digital Maturity Model 2.0, Sitecore, 2012

Insert headline
Digital Maturity Model Capabilities – TEMPLATE 7
6 Improve
5 Transform Big Data Predictions

Automate Data Lake
4
Automated Decision
3 Optimize Adaptive Print
Automation (basic) Machine Learning
2 Align
Strategic Value
Personalization Behavioral Targeting Recommendations

Radiate Profile Content & Visitors Central Hub for Profiles
1
Testing (A/B & MV) Testing (automated)
Initiate Community (established) Community (integrated cross-channel)
Campaign Management Campaign Attribution
E-commerce (disconnected) E-commerce (integrated)
Sales Enablement (reporting) Sales Enablement (CRM integration)
Social (share) Social (listen) Social (engage)
Content Distribution (multi-channel) Content Distribution (cross-channel dialogue)
Email Marketing (basic) Email Marketing (segmented) Email Marketing (automated)
Traffic Acquisition (SEO, SEM) Traffic Acquisition (SEO & bid management)
Real-time (Web) Analytics Engagement Analytics Predictive Analytics
Design (one size fits all) Design (responsive) Design (Device-aware)
Digital Maturity
Source Material: Digital Maturity Model

https://flevy.com/browse/flevypro/digital-maturity-model-2250

Insert headline
4 Types of Digital Organizations – TEMPLATE
The Tactical The Centralization

1 Model Model
2
DIGITAL
ORGANIZATIONS
The Business As The Champion

4 Usual (BAU) Model Model 3
Source Material: Digital Organizational Design

https://flevy.com/browse/flevypro/digital-organizational-design-3189
Source: The Structure of a Digital Enterprise, Deloitte, 2015

Insert headline
4 Types of Digital Organizations – TEMPLATE ALTERNATE
1 The Tactical Model

• Insert filler text, filler
text, filler text, filler
text
DIGITAL
2 The Centralization Model
ORGANIZATIONS text
3 The Champion Model
4 The Business As Usual (BAU) Model text


Insert headline
5 Areas of Evaluation (Digital Readiness) – TEMPLATE
1 2 3 4 5
Strategy and Customer Products and Organization Digital

Leadership Engagement Services and Talent Operations
Insert filler text, filler Insert filler text, filler Insert filler text, filler Insert filler text, filler Insert filler text, filler
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Insert headline
Digital Talent Lifecycle – TEMPLATE
1 Talent Talent
2
Planning Acquisition
Organization
Talent Talent
Retention Development
4 3
Source Material: Digital Talent Lifecycle

https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
Source: Managing the Digital Talent Lifecycle, Deloitte, 2015

Insert headline
Digital Talent Lifecycle – TEMPLATE ALTERNATE
1 2
Talent Talent
Planning Acquisition
Organization
Talent Talent
Retention Development
4 3

Source: Managing the Digital Talent Lifecycle, Deloitte, 2015

Insert headline
Talent Acquisition Key Actions – TEMPLATE
KEY ACTIONS
1 2 1 2 3
Talent Talent
Planning Acquisition Get
Communicate Develop a
Acquainted
through Social Well-planned
with Digital
Media Website
Talent
Organization 4 5 6
Use New
Methods of Invest in Acquire Talent
Talent Talent Selecting Training in Groups
Retention Development Candidates
4 3


Insert headline
Talent Development Key Actions – TEMPLATE
KEY ACTIONS
1 2
1 Talent Talent
2
Planning Acquisition Define the
Deliver Learning
Employee
Digitally
Journey
Organization
3 4
Talent Talent Learn from Measure the

Retention Development Digital Natives Outputs
4 3


Insert headline
6 Technology Trends – TEMPLATE
Social
Media
Cyber-
security Cloud
Digital
Transformation
Big Data
Mobility
& Analytics
Internet
of Things
Source Material: Digital Transformation Strategy (Primer)

https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253

Insert headline
8 Levers to Digital Transformation – TEMPLATE
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT

Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models
1 2 3 4 5 6 7 8
Customer New
Demand Search & Customer Process Asset
Purchase Agility Business
Generation Selection Experience Efficiency Utilization
Process Models
Business Driver Levers Business Enabler Levers


Insert headline
8 Levers to Digital Transformation – TEMPLATE ALTERNATE
DIGITAL TRANSFORMATION
• Insert filler text, filler text,

Demand Generation
GROWTH DRIVERS
Reach & Selection Customer Purchase Process Customer Experience
filler text, filler text.
Business
Driver 1 2 3 4 • Insert filler text, filler text,
Levers Customer filler text, filler text.
Demand Search & Customer
Purchase
Generation Selection Experience
Process • Insert filler text, filler text,
filler text, filler text.
Process Efficiency
OPERATIONAL IMPROVEMENT
Asset Utilization New Business Models
• Insert filler text, filler text,
Business filler text, filler text.
Enabler 5 6 7 8
Levers New
Process Asset
Agility Business
Efficiency Utilization
Models


Insert headline
Search & Selection Channels – TEMPLATE
SOCIAL DEVICE
Search… Go
WEBSITES SEARCH


Insert headline
Sources of Digital Value – TEMPLATE
1 2
Enhanced Automation of
Connectivity Manual Tasks
Product or
Improved
Service
Decision Making
Innovation
4 3
Source Material: Digital Transformation - Value Creation & Analysis

https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
Source: Finding Your Digital Sweet Spot, McKinsey, 2013

Insert headline
Digital Value Chain Model – Template
Customer
Experience
Enhanced Product &

Corporate Service • Filler text, filler text, filler
Control Innovation
Automation
text, filler text
Enhanced
Connectivity
of Manual • Filler text, filler text, filler
Tasks
text, filler text
• Filler text, filler text, filler
Improved Product or
Decision Service text, filler text
Making Innovation • Filler text, filler text, filler
Distribution,
Risk text, filler text
Marketing,
Optimization
& Sales
Digital
Fulfillment

Source: Finding Your Digital Sweet Spot, McKinsey, 2013

Insert headline
Horizons of Digital Transformation – TEMPLATE
Digital Form
Digital Storm
Digital Norm
• Filler text, filler text, filler text, • Filler text, filler text, filler text, • Filler text, filler text, filler text,
filler text filler text filler text


Insert headline
Enterprise Architecture Domains – TEMPLATE
Business
Performance
Strategy Transformation
Architecture
/ EA Roadmap
Information / Service / Infrastructure /

Business
Data Application Technical
Architecture
Architecture Architecture Architecture
Source Material: Enterprise Architecture for Digital Strategy

https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647

Insert headline
Enterprise Architecture for Digital Strategy – TEMPLATE
Brand Customer Market Performance

Strategy
Architecture Architecture Architecture Architecture
Infrastructure / Information / Service / Business

Business
Technical Data Application Transformation
Architecture
Architecture Architecture Architecture / EA Roadmap
Source Material: Enterprise Architecture for Digital Strategy

https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647

Insert headline
Fourth Industrial Revolution – TEMPLATE
Fourth Industrial
Revolution
Third Industrial
Revolution
Second Industrial
Revolution
First Industrial
Revolution
We are here
Source Material: Intelligent Process Automation (IPA)

https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770

Insert headline
5 Core Technologies of IPA – TEMPLATE
1 2 3 4 5
Machine Natural
Robotic Process
Learning (ML) & Language Cognitive
Automation Smart Workflow
Advanced Generation Agents
(RPA)
Analytics (NLG)
• Insert filler text, filler • Insert filler text, filler • Insert filler text, filler • Insert filler text, filler • Insert filler text, filler
text, filler text text, filler text text, filler text text, filler text text, filler text
text text text text text

Source: Intelligent Process Automation: The Engine at the Core of the Next-generation Operating Model, McKinsey, 2017

Insert headline
IPA Transformation Process – TEMPLATE
1 2 3 4 5 6
Minimu
m Viable Capabilit
IPA Change
Operating Model Product Value ies
Portfolio Manage
Alignment (MVP) Creation Develop
Buildout ment
Develop ment
ment
• Insert filler text, • Insert filler text, • Insert filler text, • Insert filler text, • Insert filler text, • Insert filler text,
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Insert headline
Internet of Things (IoT) Technology Stack – TEMPLATE
Cloud
Device hardware Device Software Communications Cloud Platform
Applications
Source Material: Internet of Things (IoT) Decision Framework

https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
Source: TechProductManagement, Elizalde, 2016

Insert headline
Key Decision Areas – TEMPLATE
1 2
User
Data
Experience (UX)
Standards
6 and Business 3
Regulations
Security Technology
5 4


Insert headline
IoT Decision Framework – TEMPLATE
The IoT Technology Stack
Device Device Communi- Cloud Cloud

Hardware Software cations Platform Applications
UX 1 2 3 4 5
Data 6 7 8 9 10
Decision Business 11 12 13 14 15
Areas Technology 16 17 18 19 20
Security 21 22 23 24 25
Standards & regulations 26 27 28 29 30


Insert headline
Complexity Causes, Patterns, and Levers – TEMPLATE
SELECT CAUSES FOR DOMINANT COMPLEXITY

Cause Simplified by SIMPLIFY IT LEVERS
COMPLEXITY PATTERNS
Intelligent demand
Fast growth Data landscape complexity
management
Incomplete post merger Business-IT governance and Application and data

integration IT process complexity simplification
Low maturity of business-IT Application and IT- Infrastructure-technology-

collaboration infrastructure landscape pattern reduction
complexity
Simplified IT organization
Continued cost pressures
and an enabled IT workforce
Effective governance and

simplified processes
Shared-services model and

optimized sourcing
Source Material: Levers of IT Simplification

https://flevy.com/browse/flevypro/levers-of-it-simplification-2737

Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE
IT Demand
Management
IT Location Application
and Sourcing and Data
Setup Landscape
IT Governance IT
and Processes Infrastructure
IT Organization
and Workforce


Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE ALTERNATE
IT Demand
Management
IT Location Application
and Sourcing and Data
Setup Landscape
AREAS OF IT
COMPLEXITY
IT Governance IT
and Processes Infrastructure
IT
Organization
and Workforce


Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE
PRE-COMMERCE
Evaluation
Consideration
FORMULATION Purchase COMMERCE

Awareness
Customer
Loyalty
Customer
Advocacy
Experience
POST-COMMERCE
Source Material: Mobile Customer Journey and Experience Design

https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722

Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE ALTERNATE
PRE-COMMERCE
Evaluation
Consideration
FORMULATION Purchase COMMERCE

Awareness
Customer
Loyalty
POST-COMMERCE
Source Material: Mobile Customer Journey and Experience Design

https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722

Insert headline
Mobile Strategy Approach – TEMPLATE
Discover new ways to interact with customers along

1 the Purchase Funnel
2 Seize new market opportunities
Make mobile platforms a key element in our omni-

3 channel marketing strategy
Source Material: Mobile Strategy Primer

https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012

Insert headline
Mobile Strategy Approach – TEMPLATE ALTERNATE
• Filler text, filler text, filler text, filler text

Discover new ways to interact with
1 customers along the Purchase Funnel
2 Seize new market opportunities • Filler text, filler text, filler text, filler text
• Filler text, filler text, filler

Make mobile platforms a key element in our text, filler text
3 omni-channel marketing strategy • Filler text, filler text, filler
text, filler text


Insert headline
BCG Purchase Funnel – TEMPLATE
 Filler text, filler text, filler text, filler text

Awareness (Push)

Interest/information (Pull)
Purchase/  Filler text, filler text, filler text, filler text

Experience

Loyalty
Recommendation  Filler text, filler text, filler text, filler text

(Push)


Insert headline
BCG Purchase Funnel – TEMPLATE ALTERNATE
Awareness (Push)
 Filler text, filler text, filler
text, filler text
Interest/information (Pull)
text, filler text
Purchase/  Filler text, filler text, filler
Experience text, filler text
Loyalty text, filler text
Recommendation
(Push)
Insert bumper.

Insert headline
RPA Benefit Areas – TEMPLATE
1 2 3
Improved Employee and Accelerated Productivity

Enhanced Compliance
Customer Satisfaction Gains
Source Material: Robotic Process Automation (RPA)

https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746

Insert headline
RPA Deployment Approach – TEMPLATE
DEFINE RPA PERIMETER CHOOSE THE APPROPRIATE RPA SOLUTION STUDY IMPACTS ON THE TARGET
 Identify RPA eligible processes and activities  Choose whether you should: OPERATING MODEL
 For reach process, determine: 1. Develop our own in-house solution  Set up appropriate governance
1. Is it ready for RPA? 2. Buy a market solution with a proven track-  Study impacts on processes not in the
record scope of RPA, but that might be affected
2. Is there potential for RPA?
 Develop KPIs for productivity improvement  Review our competency model
3. Has RPA potential, but needs to be
adjust first tracking  Map the target organization
1 2 3 4 5 6
OPTIMIZE EXISTING PROCESSES DEFINE THE REQUIRED SPAN OF CONTROL BUILD A DEPLOYMENT PLANNING
 Seek performance improvement areas within  The desired relationship between our  Plan programming or solution
processes having RPA potential virtual/RPA and human workforce integration
 Get rid of redundancies and process  Define the “man-to-machine ratio” we deem  Plan change management actions
inefficiencies prior to RPA implementation appropriate for our organization  Identify potential risks and build risk
mitigation planning
Source Material: Robotic Process Automation (RPA)

https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746
Source: Robot Process Automation, Capgemini Consulting, 2016

Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE
1 2 Deep analysis and

Focus on future value STRATEGY AND CUSTOMER DECISION ethnographic research to
and drive fueled by INNOVATION JOURNEY understand how and why
experimentation
customers make decisions
Reinvented processes 3 4
ROBOTIC PROCESS Agile, flexible, and
and customer journeys ORGANIZATION
AUTOMATION (RPA) collaborative processes and
through automation and capabilities that follow strategy
agile processes
2-speed IT to support Usable and relevant customer

core functions and rapid 5 6 analytics tied to goals and
development BIG DATA AND strategies
TECHNOLOGY
ANALYTICS
Source Material: Six Building Blocks of Digital Transformation

https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015

Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE ALTERNATE
STRATEGY CUSTOMER
AND DECISION
INNOVATION JOURNEY
ROBOTIC
PROCESS ORGANIZATION
AUTOMATION
TECHNOLOGY BIG DATA

AND ANALYTICS

Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015

Insert headline
5 Types of Digital Strategy – TEMPLATE
MARKET DIGITAL DIGITAL ECOSYSTEM

EVOLVER
MATCHER STRIVER DISRUPTER SHAPER
The Evolver takes The Market Matcher The Digital Striver The pure-play Digital The Ecosystem
actions to defend and leverages existing leverages the Disrupter, as the Shaper define the
exploit its current assets to evolve its advantages of digital name suggests, standards that govern
competitive operating model and to compete in existing enters new markets the competitive
advantages and customer markets an potentially and redefines the ecosystem. This type
effective business relationships. It disrupt their own rules of competition of organization
models. focuses on building business model. through price, shapes entire Value
capabilities to move An example would be experience, or Chains.
quickly into new applying digital product by leveraging
markets when they’ve technologies to emerging Digital
been identified. compete at lower technologies.
prices across more
channels at scale.


Insert headline
5 Types of Digital Strategy – TEMPLATE ALTERNATE
EVOLVER
The Evolver takes actions to defend and exploit its current competitive advantages and effective business models.
MARKET
The Market Matcher leverages existing assets to evolve its operating model and customer relationships.
MATCHER
It focuses on building capabilities to move quickly into new markets when they’ve been identified.
DIGITAL The Digital Striver leverages the advantages of digital to compete in existing markets an
STRIVER potentially disrupt their own business model. An example would be applying digital
technologies to compete at lower prices across more channels at scale.
DIGITAL The pure-play Digital Disrupter, as the name suggests, enters new markets
DISRUPTER and redefines the rules of competition through price, experience, or product
by leveraging emerging Digital technologies.
ECOSYSTEM
SHAPER The Ecosystem Shaper define the standards that govern the
competitive ecosystem. This type of organization shapes
entire Value Chains.


Insert headline
Social Media Value Chain – TEMPLATE
Marketing &
R&D Purchasing Production After Sales
Sales
filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text,
filler text filler text filler text filler text filler text
filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text, filler text,
filler text filler text filler text filler text filler text
Source Material: Social Media Management

https://flevy.com/browse/flevypro/social-media-management-2945
Source: Social Media Management, Oliver Wyman, 2013

Insert headline
Social Media Sophistication Levels – TEMPLATE
Best-in-class
 Social media activities comply with an

explicit social media strategy.
 Relevant data from internal and, if
Basic  The company has defined appropriate, external sources are
guidelines on how to use and deal consolidated in a consistent data
 Social media decisions are largely with social media. warehouse.
based on intuition and experience.  Internal and/or external social  User-friendly interfaces make data
 Only little data exists on the success media data are available, but not warehouse analysis possible.
of social media activities. consolidated in a database.  Processes and results of social media
 There is no underlying plan for  Sporadic reports on the success activities along the entire value chain
communications via social media of social media activities. are measured.
platforms.  Top management is not regularly  Communication channels and reporting
informed about the status of social structures have been defined, ensuring
media activities. that all relevant parties are
comprehensively informed.
Intuitive decisions and Data-based decisions

weak processes and strong processes

Source: Social Media Management, Oliver Wyman, 2013

Insert headline
Social Media Management Framework – TEMPLATE
DEFINITION DERIVATION OPERATIONALIZATION
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filler text, filler text, filler text, filler text, USAGE PERFORMANCE IMPACT
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