csctransform

Great question. I would say that this is directly relative to the concept of deep data or exposing various data that is currently isolated behind closed applications and making it available for general consumption by the business

I have always believed Vision and Strategy precedes the org. The Org is simply a management model to achieve the outcomes of that Vision and strategy...otherwise, can you spell "blind alleys"

Personally, I'd use #APIs to operationalize data and insights internally...Get information out into the hands of people who can make a difference w/it.

Jerry, in insurance we're defining a set of cannonical industry APIs that will unify our software portfolio (and development teams) and drive unprecedented levels of sharing and reuse

@bwallac5 Anything around sharing data? IMHO If you can safely + effectively share data, you can partner w/new entrants and form #digital ecosystems of #innovation.

An interesting aside is that a company like GE needs to both share and (if possible) control data coming from its products, since this is key to long-term maintenance contracts. They only want to share so much.

Short answer = Yes. Poster child in insurance would be ecosystems built around IoT - telematics/UBI in auto, wearables in Life and Health. Starts with individuals sharing personal data and then ecosystems returning via services

Sharing data has been happening in retail for over a decade now, selling information to manufacturers, allowing access to inventory info, there are great examples in past, now have to bring to other industries.

@martin3lee Tesco Club Card

@bwallac5 Yes, see that in healthcare with companies sharing fitbit-type data (you opt in) with insurers to encourage a healthier lifestyle--a new digital ecosystem around wellness based on your personal data.

@jpmorgenthal please weigh in :)

understanding their business motivations will help to prioritize the shifts.

Find a new project, by coverage of the Shifts it will encompass one if not more of them, and that start to consider the MVP which will drive quick wins.

Some businesses need to gain efficiencies and remove waste internally to move fast and be more agile. Others need to engage new channels and marketplaces in order to grow and gain marketshare (or keep marketshare)

The key here is to engage early, in a consultative fashion, to help clients sharpen their thinking and create a cohesive strategy/blueprint and roadmap. e.g. our Shape engagements.

I really like the pioneer, settler, city planner analogy from @swardley... transformation could be the settlement of innovation into a firm, or the transformation from settlements to a set of shared services... each are transformations

@DanHushon I agree, his 2016 predictions are typical wardley http://blog.gardevia...

Transformation is already taking place but at different depth (investment) which should be anchored on customer's return for their top objectives.

many organisations are playing catch up and are reactive to the behaviours and demands of their customers. Understanding the shift in channel is an important step and exploiting the new age of consumerism, information demands and order to fullfiluser @ to

order to fulfilment...... The Amazon model is a great example of the use of IT and logistics to build a successful business model. Partnerships will be the key@heatherswall

simple put, i would say loss in market share, outpaced by competitors

1) fears change, 2) losing market share and 3) no visible innovation for over 6m

that includes a lot of organisations and a number of customers.

@jpmorgenthal Is your '6m' a scientific number, or an observational 'rule-of-thumb'?

no brand awareness (social media), getting 'ubered' and complacent (lost dominant position)

anecdotal. that's the speed that a transformed organization is now producing at

@ckinson @jpmorgenthal @ckinson Most of those things sound really, really late - do we think that there are any earlier warnings.

A culture of fearing change

Having a "wait and see" attitude towards the unknown

As in many cases, the transformation comes from technology, but people and cultures determine their success or failure

i believe we (CSC) most likely as the service provider know how the business is positioned and its direction. We need to help engage at the right level with the client, and through the Shifts help guide the client on the journey.

@billfiora hmmm. I'd say that disruption comes from technology, transformation by people as actors that drive technology/business/process/culture to exploit

@DanHushon Agree. The easy part is to identify the technological disruption. The hard part is to identify the best way to harness it for a particular business...in a unified context (strategy, objectives, culture, operations, etc.) People are the key!

collaborative environments. We rely too much on humans to drive collaboration instead of using AI to help foster needed connections

systems! people! devices!

places.

Learning systems are much better at identifying who should/could contribute to a conversation based on existing usage than relying on people to choose based on their limited experience

..better awareness of future needs and therefore prepared and delivered to you before you requested them.

adoption

@jpmorgenthal @JerryAOverton I agree with both "collaborations involving/driven by information"... informed/quantitative decision making

use of time

@jpmorgenthal amen! would luv to go from a sea of endless messages to opportunities to connect, influence and learn. I think context + data is the way forward.

So i have two, Platform and Applications.

Great question! I really believe strongly that the Digital Application Experiences tech shift will really help drive use of many of the other tech shifts

Smarter #DataDriven applications. Apps that can take data, deliver it within context and provides a situational awareness.

Platform as it is the enabler to so many upstream shifts suchs a Modern App, Digital Industries and Workplace

@ckinson, TWO:) Why Platforms and Apps?

I've heard talk that the shift to the modern workplace is really central to all the other shifts. Making employees more productive, giving them the tools and apps to get them the info they need to get the job done.

@jpmorgenthal JP, the industry shifts (e.g. Insurance) are another example of a macro shift that will consume many other tech shifts

Applications, because this is the heart and sole of the business operation and the new Applications both from a devliery but also development stand point is changing the industry

@LisaAnneBraun in my view Modern Workplace has to be an enabler to getting the business done- and the business is always going to get done on apps (however we define an app in the new world)

Moving from Mobile apps that are single purpose to an agile, integrated digital ecosystem

I'm an apps guy (and EUS/ Employee productivity platforms)

@ckinson Agreed. Also, I think modern apps are the best route to adding context to data

I agree with JP, the key for most other shifts will require a good Digital App Experience, providing good contextualized information to enable the other shifts.

It has to be the rapid development and deployement of applications that is really driving the digital revolution. You only have to look at retail bankingUse @ to reply

@bwallac5 Agreed. Vertical expertise delivered in a packaged manner will help businesses recognize where they need to improve in order to deliver modern functions