Post on 12-Jul-2015
transcript
ENERGISE2-0.COM
The Digital Revolution:
Are You Ready?
Dr Jim Hamillwww.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill
23rd October, 2014 1
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Agenda
9.30 - 10.15 Digital Darwinism and Digital DinosaursDr. Jim Hamill, Director, Energise 2-0
10.15 - 11.00 First ScotRail: Becoming a Digital RailwaySean Duffy, Commercial Director, First ScotRail
11.00 Tea/Coffee
11.15 - 12.00 The Opportunities and Threats of Big DataEuan Robertson, Chief Technology Officer, Aquila Insight
12.00 - 12.30 Q&A Session: Planning for Digital Change
12.30 Lunch 2
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A conversationnot a broadcast workshop
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Digital Darwinism and
Digital Dinosaurs
Dr Jim Hamillwww.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill 4
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Digital Natives
By 2025, Digital Natives will account for 70% of the global workforce and they will be shooting dinosaurs
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What do the following products and companies have in common?
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In Common?
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In Common?
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Digital Dinosaurs
All have become (or could become) Digital Dinosaurs due to their failure to adapt to Disruptive Technologies
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What Does HMV Stand For?
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(HMV) Hopelessly Misplaced Vision
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Rearranging Deck Chairs
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What about these ones?
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Who Will Be The Next Dinosaur?
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Take Your Pick
• Local Councils?
• Business/SME support organisations?
• Public transport?
• Advertising, PR, Marketing, Web Design, Social Media Agencies?
• Accountants?
• Trade Associations/Chambers of Commerce?
• Telecom providers?
• The United Kingdom?
• Call Centres?
• Senior Executives?
• You?
• High streets?
• Television?
• Meetings?
• Business Travel?
• What about Higher and Further Education?
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Who Will Be Next?
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MOOCs
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The Future of Education
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Spot the Dinosaur
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The Future of Higher Education
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‘Terminal Degrees’ – the Economist
‘If universities were to face the same conditions over the next 10 to 20 years that daily newspapers faced
over the last 10 to 20, then revenues would fall by more than half, employment in the industry would drop by
nearly 30% and more than 700 institutions would shut their doors.’ (Economist, 2014)
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Digital Darwinism
A further 70% on current list will fail within the
next decade
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So why now…..?
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Convergence of Disruptive Technologies
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Convergence of Disruptive Technologies
Social Media + Mobile + The Cloud + Big Data + Gen C
= The End of Business as Usual
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The Connected Customer
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The Connected Customer is also the Connected Employee
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Digital Natives (2005)
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The Connected Customer
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The Internet of Things
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Implications?
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No organisation too big to fail, nor too small to succeed
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Do we need to adapt or die?
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Digital Darwinism
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Power Shift
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Power Shift
Social media empowers customers, empowers the network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online
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Customers in Control
• How relevant is the traditional ‘outbound’ approach to sales, marketing, PR and service in an era where the customer/buyer is in control?
• Do we need to move to a new ‘inbound’ approach based on:
– Authentic storytelling
– Content that adds value to our customers/buyers
– Data and analytics
– Real time engagement
– Creating excellent online customer experiences
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Rethinking Marketing & PR
• Unlearn marketing – it is no
longer ‘about us’
• New ‘mindset’ required
• Stop telling people how good
we are. Prove it. Spin is dead.
• A shift from Outbound Marketing to Inbound/Content Based
Marketing
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Leading Edge Thinkers
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Brian Solis - Ultimate Moment of Truth
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Reality Check
Customers are no longer passive sheep
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Create Music Not Noise
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Arpal Group
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Social Customer Service and Real Time Engagement is the New
Marketing
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Constantly connected customers (especially Digital Natives) require constantly connected
Social Customer Service Excellence
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The Evidence (Demand)
• Inbound customer requests on Twitter have increased by 208% and by 85% on Facebook
• 72% of consumers posting a customer service question/complaint on Twitter expect a response within 1 hour (faster response times may be required in certain industries e.g. public transport sector)
• 32% of social customers expect a response within 30 minutes• 57% of consumers think brands’ response times on social
media should be the same during weekends/weeknights as they are during business hours
• 59% of 18 to 24 year olds use social media for customer service
• 96% of customers are affected by the social comments of other customers 47
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The Evidence (Supply)
• Few brands are delivering despite advances in Social Customer Service technology
• Only 32 of the top 100 global brands have a separate customer service handle on Twitter
• Only 29% of companies state that Social Customer Service is an important objective; by contrast, 62% state that customer acquisitions via social media is ‘very important’
• Only 36% of consumers report having their social customer service enquiries solved quickly and effectively. Canned responses are common
• Only 59% of companies monitor social media for mentions
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Time for us to
‘Shut Up and Listen’
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It’s Social
A conversationnot a broadcast platform
Conversations are taking place relevant to your brand – are you listening?
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Social Media Listening
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Social Customer Service
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It is no longer just abut Social Media, it is also about Social Business –
‘Enterprise Social’
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The times they are a changin'
• Current leading-edge thinking is that we are on the verge of another tectonic shift: from Social Media to Social Business
• A Social Business is one that develops innovative new work methods and processes by applying social thinking, social strategy, social culture, social organisation and social technologies to everything it does (internally as well as externally). Social across the value chain.
• Organisations who ‘get this’ will survive and prosper - those who don’t will become 21st century dinosaurs
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Not sure? – then consider the following……..
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Productive Time
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Productivity Busters
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Global Workforce Survey 2012
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eMail v. Social
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A Better Way to Collaborate
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Enterprise Networking Tools
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If we need to adapt or die, do we have the Digital Leaders to drive
change?
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The evidence would suggest NOT….
• ‘The State of Digital Business in 2014’ - only 15 percent of companies have the capability to implement digital strategies (Forrester Research, 2014)
• Successful digital business transformation requires the full support of CEOs to drive investment priorities. However, few CEOs fully understand digital
• We are facing a Digital Execution Crisis. Missing digital skills are the key hurdle to digital transformation in 77% of the companies surveyed (see also - ‘The Digital Talent Gap: Developing Skills for Today’s Digital Organizations, 2013’ – CapGemini)
• Leading US Bs Schools such as Harvard, Stanford, MIT and others have responded to the digital business skills shortage by offering Executive Programmes in ‘Driving Digital Change’. The majority of Business Schools in most other countries have been much slower to respond
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Digital Leaders Urgently Required
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Digital Leaders Urgently Required
• A new breed of senior executive is required – Digital Business Leaders
• Executives who combine high level business knowledge and experience with the ability to develop Digital Transformation Strategies fully aligned with and supportive of agreed business goals and objectives
• Executives with the personal skills and confidence to drive organisational change
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Let's Discuss
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Adapt or Die
• Are we changing quickly enough?
• Are we ready?
• International competitors?
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What road are we on?
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Bob Dylan (Mashed Up )
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’
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‘Getting There’