Suddenly I am a Software Company

©2015 GlobalLogic Inc. All Rights Reserved.

2 © 2015 GlobalLogic Inc. All Rights Reserved.

Your company is very successful

You are a respected player in your market, and have a significant market share



You are no stranger to software

You have engineers —hundreds or even thousands of them, processes, tools…


But over the last 5 years or so, you’ve had an increasing sense that something fundamental has changed.

Nimble competitors, enabled by software, have begun to encroach on your market and to introduce new business models


You may have bought or caught up with some of these competitors—but new ones keep sprouting up all the time.

You can’t buy them all, and they are eroding your market ownership

You may have hired in special skills—data scientists, designers, mobile app developers, cloud specialists —

and while you got new functionality, the fundamentals of your business stay the same

You may even have brought in new leadership, including a digital transformation officer or head of design —

but much of the company continues to act as it always has


Like all of us, you see the disruption around you.

Established players are under threat or even have been driven from the market by radically new business models

8

OTTTelcos

© 2015 GlobalLogic Inc. All Rights Reserved.

Image: conventional switches,Antennas, heavy infrastructureOf Telcos

All rights reserved. Material provided herein is the property of its respective owner

9

Travel and transportation



Sharing EconomyAccess not Ownership

10

Retail and consumer packaged goods



“Showrooming”Same-day delivery

11

Financial institutions



Peer-to-peer

12

Healthcare



Wellness-based care

13

Media



Direct to consumerSelf-publishing


What do allof these transformations have in common?

Software, connectivity and data-driven “intelligence”take capital investment and human staff out of the value chain, enabling new “intelligent systems-driven” business models

This transformation requires more than an app, or a modernized software system


For most businesses, the focus has been on the type of work that they do: banking, retail, etc.

Software and even customers existed to support the business

Software

Business

Customer

CIO

CMO


In a digital world the value comes from the relationship with the customer, and software is at the core of the business strategy

Software

Business

Software

Business

Customer

Customer


“I woke up this morning and we are now a software company!”

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PurchaseFirst-Use

Existing and Emerging Needs

Systems of Value

Product & Service Interactions

Interfaces

Business/Customer Life-cycle Channels & Applications

Platforms

Products & Services

Analytics & Insights

Data

RenewReplace

Ongoing Use Support

Awareness Consideration

This means things like: user-centered, design-led development:User needs and user adoption drives evolution — not internal considerations and hypothesis alone


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This means new “user-centric” processes, like Lean and Agile


Accelerate growth

Gather Insights01

Form Hypothesis

02

PrioritizeHypothesis

03

Identify a problem worth solving Build something people want

Customer Need Market Opportunity

Technical Capabilities Opportunities in Data

Test and move on as quickly as possible against metrics

02

Continue until MVP validated (>40% of customers would be disappointed without product) or funds run out

03

Update lean canvas04

Run a series of experiments to build MVP

01Identify product promise, business model, optimize and scale

01

Design and build production application

03

Define product backlog and roadmap

02

Sales and Marketing04

Continuous discovery and delivery

05

Learn Build

Measure

Ideas

CodeData

Product/solution fit Product/market fit Scale

Learn Build

Measure

Ideas

CodeData


Power in a company tends to align around current sources of revenue

Far from being welcomed, in many companies new business models are seen as a threat to the current leaders and even to the company’s identity

This means new software and user-centric business models

IoT

OmnichannelWearables

Sharing Economy

Real Time Intelligence

API’sCloudXaaS

Access not Ownership

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Bridging the CIO/CMO Disconnect


http://www.businesscloudnews.com/2014/04/22/dont-you-for get-about-me-br inging-the-cio-and-cmo-together/

“Increased customer demands and the digitization of everything is forcing CMOs to be more quantitative, accountable, and tech savvy, while CIOs are being forced to really understand business and market drivers – and the impact that data and technology can have in enabling marketers to perform better.”

CIO CMO

- Loyalty Today

CIO CMO


Date post:	10-Feb-2017
Category:	Technology
Upload:	milind-patwardhan
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Suddenly I am a Software Company

Technology