digital disrupt or die ebook
TRANSCRIPT
OpenText Confidential. ©2016 All Rights Reserved. 1
DISRUPT OR DIE
OpenText Confidential. ©2016 All Rights Reserved.
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BUSINESSWhat is it?
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TRADITIONALENTERPRISE
SUPPLIERSMANUFACTURER RETAILER CUSTOMER
TRADITIONAL LINEAR VALUE CHAIN
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EXTENDED ENTERPRISE ECOSYSTEM
SERVICEPROVIDERS 3PL
DISTRIBUTORSCUSTOMERS
SUPPLIERSFINANCIAL
INSTITUTIONS
PROCUREMENT MANUFACTURING
ENGINEERING SERVICES
MARKETING SALES
HQ
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WORKPLACEThe Emerging
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MULTI-GENERATION WORKFORCE
TRADITIONALISTS BOOMERS GENERATION GENERATION GENERATION
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TRADITIONALISTS BOOMERS GENERATION GENERATION GENERATION
1928-1945(69-86 years)
Hierarchical, loyal to institutions, motivated by financial rewards and security
Traditional, instructor-led, reading, homework“teach me”
BORN: AGE RANGE
VALUES, TRAITS,CHARACTERISTICS
LEARNING STYLES
MULTI-GENERATION WORKFORCETRADITIONALISTS
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TRADITIONALISTS BOOMERS GENERATION GENERATION GENERATION
1946-1964(50-68 years)
Idealistic, competitive,Striving to achieve
Traditional group effort, expert-driven, self-driven, “lead me to information”
BORN: AGE RANGE
VALUES, TRAITS,CHARACTERISTICS
LEARNING STYLES
MULTI-GENERATION WORKFORCEBOOMERS
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BOOMERSTRADITIONALISTS GENERATION GENERATION GENERATION
1965-1976(38-49 years)
Self-reliant, willing to change rules, tribal and community oriented
Team-driven,collaborative,“wisdom of crowds,”peer-to-peer“connect me to people”
BORN: AGE RANGE
VALUES, TRAITS,CHARACTERISTICS
LEARNING STYLES
MULTI-GENERATION WORKFORCEGENERATION X
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BOOMERS GENERATIONTRADITIONALISTS GENERATION GENERATION
Give context andmeaning, make itfun, search and explore, entertain me“connect me toeverything”
LEARNING STYLES
1977-1997(17-37 years)
Confident, impatient,socially conscious,family centric,technology savvy
BORN: AGE RANGE
VALUES, TRAITS,CHARACTERISTICS
MULTI-GENERATION WORKFORCEGENERATION Y
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TRADITIONALISTS BOOMERS GENERATION GENERATION GENERATION
After 1997(less 17 years)
Digital natives, communicate withpeers throughtext messages
Enjoy learning newthings, giving their opinion, sharinginformation“connect me only to what isimportant to me”
BORN: AGE RANGE
VALUES, TRAITS,CHARACTERISTICS
LEARNING STYLES
MULTI-GENERATION WORKFORCEGENERATION Z
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GOVERNANCEFinding the Balancebetween Opportunityand Risk
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MORE THAN 100,000 RULES AND REGULATIONS WORLDWIDE AND GROWING
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New and disruptive technologies are also introducing concerns about fraud, ethical behaviour, and data security to the enterprise. With the proliferation of big data, social media, cloud computing, and Bring-Your-Own-Device (BYOD) policies around mobile device usage, governance has become a major concern for those responsible for the regulatory and legal ramifications of related technologies and trends—from the CIO to legal counsel to records managers.
GLOBAL REGULATORY PRESSURES
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INFORMATION is the New Currency
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THE DIGITAL UNIVERSE: 50-FOLD GROWTH FROM THE BEGINNING OF 2010 TO THE END OF 2020
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REDUCED COSTSIdentify anomalies in data, duplicated efforts, errors, and opportunities for cost savings.
INCREASED TRANSPARENCYMeasure program effectiveness using data sets, dashboards and comparative engines. Insight can fuel continual performance improvements, learning, and growth across the entire enterprise ecosystem.
IMPROVED SECURITYConsolidating data across networks with security mechanisms built right into the system, along with secure information exchange and governance technologies to protect information and identify suspicious patterns that require immediate action.
COMPLIANCECombined processes and information on a common infrastructure to protect assets help to achieve compliance. EIM helps organizations capture, track, and report on regulatory requirements.
OPTIMIZED PRODUCTIVITYAutomated solutions eliminate the need for business users to sort and classify growing amounts content. EIM consolidates information, making it easier to access and minimizing duplicated efforts.
INFORMATION AS DIFFERENTIATOROther benefits the digital enterprise will realize from managing its information using
a holistic approach based on EIM, include:
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SUPPLY CHAINYour Business Network
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THE BUSINESS NETWORK
UTILITIES
OFFICE
PRODUCTION
WAREHOUSE
UNSTRUCTURED INFORMATION FROM
IOT MACHINES
IoT API
SERVICEPROVIDERS 3PL
DISTRIBUTORSCUSTOMERS
SUPPLIERSFINANCIAL
INSTITUTIONS
PROCUREMENT MANUFACTURING
ENGINEERING SERVICES
MARKETING SALES
HQ
BIG DATA BIG DATA
EIMERP
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STRATEGIC CIO
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END-TO-END PROCESS AGILITY
HUMAN RESOURCES ACCOUNTING MARKETING LEGAL CALL CENTERIn 2020, IT will have to adapt to support changing business models with new processes. Processes will move beyond packaged applications to EIM and Business Process Management (BPM) tools that are cross-functional, dynamic, easy to change, and repeatable.
Agile process development and dynamic processes, such as case management, will enable the digital enterprise to be more nimble and focused.
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Savvy CIOs will get their CEOs to recognize that changes being brought about by disruptive shifts come at an accelerated pace and a global
level of impact. IT is no longer just about the IT function. Instead, IT has become the catalyst
for the next phase of innovation in personal and competitive business ecosystems.
FACILITATE AGILE PROCESS DEVELOPMENT
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ENGAGEMENTand the New Customer
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CEM CREATES VALUE ACROSS THE CUSTOMER LIFECYCLE
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DIGITAL EXPERIENCEIS THE KEY DIFFERENTIATOR
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ENTERPRISEBuilding the
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AN INTEGRATED EIM STRATEGY WILL DELIVER BETTER RESULTS, RELATIONSHIPS,
AND IT INFRASTRUCTURE
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DISRUPTION
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DIGITAL LEADERS ARE 26% MORE PROFITABLE THAN COMPETITORS
History is often written by the winners and in a Digital-First World, there’s a whole slew of them: Google, Amazon®, Apple®, Netflix®, Facebook®, Wikipedia®, Pinterest, YouTube™, GoPro®, T-Mobile®, Yelp— the list goes on and on. Winning organizations have successfully fused imagination with technology to introduce new business models and change the way consumers buy, the way companies market, and the way enterprises operate. There are examples in every industry, as the winners outpace the losers who to fail to reinvent themselves as digital enterprises.
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- FIRST WORLDDisruption in a
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THE THIRD WAVE OF IT-DRIVEN DISRUPTION
Technological disruption is not new. In fact, today we are experiencing the third wave of IT-driven disruption to occur in the past 50 years. The first wave took place in the seventies with automation and resulted in dramatic increases in efficiency and productivity. This was followed by a second wave in the
nineties when business models were radically transformed as the Internet enabled new levels of commerce and transactions both inside and outside the organization.
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CAPITALIZE ON DIGITAL DISRUPTION TODAY
Read the Digital Disrupt or Die eBookwww.digitaldisruptordie.com