5. If everyone* believes digital transformation is important
Why do we see a big gap between leaders and laggards?
ROI criteria as key pivot—which ones improve decisions?
Which three together drive competitive advantage?
How do I bring them to my company?
*99% of Marketing and IT executives in large companies
7. 99% of IT & Marketing
executives expect
digital impact in next
12 months…
99% expect digital
impact to increase or
continue over next
5 years…
Moderate
53%
Big
31%
Little
15%
None
1%
Increase
Somewhat
43%
Increase
great deal
45%
Stay Same
11%
Decrease
1%
Expected impact of technology-enabled capabilities such as
"big data" and analytics, digital marketing, apps, or APIs on
overall enterprise results
8. 4
41%
Extremely
Relevant
(5)
40%
3
14%
2
4%
Not at All
Relevant
(1)
1%
Relevance to company’s competitive position over next five
years, 5-point scale where 5 is extremely important
The number of connected
devices-from smartphones to
smart cars and even wearable
computing devices-is heading
for a tipping point at which most
work, play, and commerce will
have a digital dimension. As a
result, software will touch
nearly all social interactions or
commercial transactions, with
the potential to generate data
of unprecedented scope.
9. 20%
30%
20%
22%
32%
17%
22%
16%
19%
27%
4%
9%
9%
15%
21%
Bringing New
Products &…
Gross Revenue
Margin
Market Share
Customer
Satisfaction
Top Digital Performers
Overall
Weakest Digital Performers
• Deploying apps
• Using data analytics
• Operating APIs
“Top Digital Performers”
are best at:
% of companies strongly outperforming their
competitors in the last 12 months
and
10. 24% 48%
8%
Executive opinion implies gaps will widen, not narrow:
Expect both “big” digital impact in next 12 months and
“Increase a great deal” over next 5 years…
Overall Top
Digital
Performers
Weakest
Digital
Performers
12. Digital Performance
Organizational Alignment
1. Deploying apps such as
mobile or tablet
applications to
employees, customers, or
partners
2. Using "big data" and
analytics to enhance
internal
processes, existing
products / services, or
new offers
3. Operating APIs to make
systems and data
available for self-service
access or mash-ups
1. Ensuring alignment between marketing and IT
2. Establishing a framework to connect digital
investments more directly to enterprise KPIs
3. Choosing ROI criteria that drive better decisions
about digital investments
Σ
Σ
14. ROI criteria establish the conditions for not only
what you invest in
But also whether you invest at all
Both are critical to what see as the empirical
pattern for success investing in digital right now…
16. We must do something.
This is something.
Therefore, we must do this.*
*“The Politician’s Fallacy,” Yes Prime Minister
Panic
17. This is too risky…
That’s too risky too…
And this is too risky as well.
Paralysis
18. A pilot can be strategic
But a pilot is not a strategy
Is the “something we’re doing”
really enough to fight
disruption or seize
opportunities?
Polite
Fictions
20. How Leaders Use 3 ROI
Criteria, Together to
Drive Digital Success
21. 8.1
7.6
6.9
6.4
Using Customer
Satisfaction +
Efficiency + Real
Options Valuation
Using Customer
Satisfaction +
Efficiency + NPV
Overall Average
Not Using
Satisfaction and
Efficiency
Three ROI metrics together:
• Efficiency
• Customer Satisfaction
• Financial – specifically,
real options valuation
The keys to confidence in
ROI criteria that drive
better decisions about
digital investments?
Average company performance “Choosing ROI criteria that
drive better decisions about digital investments” (10 point
scale where 10 is “very strong”)
22. “Best”
…would you say are the
best for driving decisions
that deliver the most
long-term, strategic
value for a company
“Frequent”
… are used most
frequently in your
company
To evaluate and make decisions about investments in
technology-enabled capabilities such as "big data" and
analytics, digital marketing, apps, or APIs, which 3 criteria….
and
We asked…
23. Tag Full Description
“NPV” Financial metrics, using approaches such as discounted cash
flow (DCF) and net present value (NPV)
“Real Options” Financial metrics using approaches such as real options
valuation and Monte Carlo simulation
“Comparison” Comparative targets such as matching best-in-class
benchmarks or competitor capabilities
“Efficiency” Efficiency goals such as reducing time-to-market or increasing
re-use of existing assets
“Innovation” Innovation targets such as percent of sales through new
offerings
“Satisfaction” Customer satisfaction or brand reinforcement goals
“Share” Share, adoption, or market penetration goals
“Ad Hoc” Ad hoc criteria or manager discretion
What do you think?
28. Is it only about aligning on what’s preferred?
Or is that one piece of the puzzle?
29. Satisfaction* Efficiency* Comparison*
Financial:
Real Options*
Share
Innovation
Financial:
NPV
Ad Hoc
Which criteria predict higher than average confidence in decisions?*
*regardless of how people feel about them (and taking match into account)
30. A word about “Comparison”
Not preferred (why would
reacting be inspirational?)
…But it “keeps you in the
game”
“No matter how much
evidence I present, I can’t
get people to move…but as
soon as a ccompetitor
does something, all of a
sudden there’s urgency to
‘do that’…”
Strategy Director, G2K Company
32. Efficiency: Time to
market & re-use but also
new ways of doing things
Satisfaction: Both
leadership and meeting
minimum expectations
Together: Mutually
Reinforcing
“…because of APIs we were
able to put a prototype in
the market in two weeks
with a small team...we not
only understood real
demand better, but also
how to deliver exactly what
users wanted.”
Dev Director, G2K Company
33. NPV: Any uncertainty
militates against action
Real Options: Better for
changing conditions
With Sat & Efficiency:
Drives a flexible &
responsive portfolio
”…the greater the impact
of digitization on your
business, the more urgent
the case for buying
strategic options for the
future.”
Weill/Woerner, MIT Center for
Information Science Research
35. How real options thinking changes the basis of competition
[emphasis added]
“……All teams will henceforth expose their data and functionality through
service interfaces. All service interfaces, without exception, must be
designed from the ground up to be externalizable. That is to say, the
team must plan and design to be able to expose the interface to
developers in the outside world. No exceptions. Anyone who doesn’t
do this will be fired. Thank you; have a nice day!
Jeff Bezos CEO, Amazon
38. Efficiency goals such as
reducing time-to-market or
increasing re-use of existing
assets
• Imagine transformative, not
just marginal gains (e.g., rapid
prototyping & fast failure)
Customer satisfaction or
brand reinforcement goals
• Consider threshold conditions
for both leadership and
meeting(rising) minimum
expectations for digital
Financial metrics using
approaches such as real
options valuation and
Monte Carlo simulation
• Architect for re-use, plan to re-
balance, and give digital its
due when projecting
scenarios
39. Harvard Business School
Course Number 2134
Digital Innovation and Transformation is a new course
designed to equip students…to conceive, lead and execute
digital innovation initiatives…
[T]he digital revolution is rapidly transforming the
fundamental nature of many companies in a wide range of
industries… Today firms are now establishing market
leadership by mastering digital innovation… Ford is realizing
that its future competitors are likely to be Facebook and
Google and not BMW and Toyota….
You will be required to write an HBS style case study on an
organization of your choice facing a digital challenge…
[emphasis added]
Creative Commons Attribution-Share Alike 3.0 United States License99% of IT & Marketing Execs surveyed see Digital Transformation critical to their company's competitive position.The attached slidedeck summarizes the data from a new report just published by our colleagues at the Apigee Institute. Check the slidedeck for the stats:- 99% of IT & Marketing executives expect digital impact in the next 12 months and increase over the next 5 years- Today’s Top Digital Performers are more likely to report strongly outperforming others in their sector over the past twelve months on key business metrics.- ROI = satisfaction + efficiency + financialsUpcoming Webcast:Three ROI Criteria to Drive Digital SuccessThursday, July 18, 11:00am PT / 2:00pm ET Bryan and Sam will deep dive into patterns and practices for digital ROI that drive more confident decision-making and stronger results - based on emperical analysis of 200 large companies.