Professional Documents
Culture Documents
Digital Transformation Review 4
Digital Transformation Review 4
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 3
CONTENTS
COMPANIES TO WATCH:
VIEW FROM SILICON VALLEY
By Sergi Herrero, CEO, L’Atelier
BNP Paribas USA ACCELERATION THROUGH
pages 15, 29, 57 GOVERNANCE
Etisalat: Accelerating
Transformation through a
Digital Services Unit
- Khalifa Al Shamsi
page 16
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04
ACCELERATION THROUGH Badgeville: Helping Companies SPECIAL GUEST
ENGAGEMENT Engage with Employees
Better - Kris Duggan UK Digital Champion: Driving
page 49 a Nation Forward with Digital -
Yammer: Driving Employee
Martha Lane Fox
Engagement through Social
Networks - Adam Pisoni page 58
page 30
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D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04
Digital Transformation Review Editorial
O
rganizations across the business. In this Review CIO of Zurich Insurance, to
sectors are realizing the we look at three primary understand the evolving role of
transformative power of mechanisms for accelerating a CIO in the context of a digital
digital. However, while there this needed adoption and transformation.
is increased appreciation of deployment.
digital’s role, many organizations Digital transformation is
are struggling to take their The first approach is acceleration an executive-led initiative.
transformation initiatives to through better governance. Nevertheless, any such large-
the next level. They are caught Organizations can create scale initiative can only succeed
struggling for pace, and risk governance structures that if it has clear buy-in from rank
falling in the chasm between inherently allow for replication and file employees across the
initiation and termination of of best practices and elimination company. The third approach
transformation initiatives. In this of capability redundancies. we examine looks at the
fourth Digital Transformation Leading UAE-based telecom importance of engagement as a
Review, we aim to help business player Etisalat recently launched tool for acceleration of digital
leaders understand how to such a dedicated Digital Services transformation. Social media has
accelerate their efforts at Unit. We interview Khalifa Al made people more comfortable
transforming digitally. Shamsi, Chief Digital Services with sharing, connecting and
Officer at Etisalat, who expands engaging with one another.
We open the Review with on how a Digital Services Unit Organizations are now willing to
insurance giant Allianz, which is is helping Etisalat accelerate its adopt such social networks inside
investing aggressively in digital digital transformation. the enterprise in order to drive
initiatives in a sector not known engagement. We interview Adam
for being digitally-savvy. We Technology plays a crucial role Pisoni, Co-Founder and CTO
interview Joe Gross, Head of in an organization’s digital of Yammer, to understand his
Group Market Management at transformation. It is imperative view of social networks within
Allianz, who shares his views on that IT executives play a big role a corporate environment and
why organizations should make in the transformation for it to be how they can drive employee
digital part of their DNA. successful. This brings us to our engagement.
second approach – acceleration
To make digital part of the through tighter linkage Employee engagement is
lifeblood of the organization between IT and business. And indeed a significant challenge
not only requires strong vision this linkage has to start right for organizations. Our earlier
and investment, it also requires at the top with the CIO. We research proved that people
accelerated deployment across interview Markus Nordlin, the challenges are amongst the
6 D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04
Editorial Digital Transformation Review
biggest obstacles to a successful businesses measure and influence speak to Martha Lane Fox, the
digital transformation. We user behavior – is growing in UK’s Digital Champion, on how
present our latest research popularity. We interview Kris digital can help governments
with the MIT Center for Duggan, Co-Founder and Chief drive change.
Digital Business on the role Strategy Officer of Badgeville, a
of engagement. We expand on leading provider of gamification Digital transformation,
how organizations can kick-start platforms. He shares his ultimately, is a matter of
digital engagement and use it perspectives on how companies executive vision and leadership.
as a tool for accelerating digital can use gamification techniques It is also an exercise that
transformation. to better engage with employees. requires collective buy-in and
engagement from all, leaders
Engagement can also be Finally, digital transformation is and line employees alike.
achieved by understanding not just for companies. Societal In this edition of the Digital
employee activity off-duty and transformation towards a better Transformation Review, we have
trying to recreate similar cues future that is digital-driven shared perspectives and thinking
in the workplace. As a result, is the next logical step. This from around the world on how
organizations are keen to see transformation also requires organizations can accelerate the
how they can learn from popular acceleration to ensure we take-up of digital transformation,
consumer digital services and empower the digital-citizen. building a true collective will
applications and apply them Some countries have already behind the leader’s digital vision.
inside enterprises. In this context, recognized the role that digital
gamification – or the application can play in creating a better
of game mechanics to help and more informed country. We
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 7
Digital Transformation Review Allianz: Creating a Digital DNA
Digitalization at Allianz
Last year you declared that digitalization would become part of
Allianz’s DNA. What has been the driving force behind Allianz’s move
Joe Gross to digitalization?
Head of Group Market Management at Allianz We look at digitalization as a huge opportunity for Allianz. In terms of
what has gotten us on our digital journey, I think it is the new customer
trends that have set things in motion. In our digital world, consumers
expect us to be available whenever they need our services – that’s 24/7
anywhere in the world. They want convenience and the same high-
We look at quality technical standard as from other digital suppliers. Allianz needs
digitalization as a huge to provide all of this. Digital is actually a tremendous opportunity to
transform the customer experience.
opportunity for Allianz.
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Allianz: Creating a Digital DNA Digital Transformation Review
Based on these results, the What are the key changes that
operating entities and Group you implemented?
have set up initiatives to drive To really get things
We didn’t want to reinvent the
relevant topics, such as social
media and mobile, globally wheel. For example, in marketing moving, we needed to
and we are building Group and distribution functions, drive a sense of urgency
instead of replacing the way
assets such as our global Web
platform “Allianz oneWeb”. Our things were being done, we tried from the top.
operating entities are driving the to complement these processes.
transformation and for instance So, using social media to
are providing more engaging and generate sales leads or equipping
responsive broker interfaces and our Allianz Germany agents
mobile quoting apps to help our with homepages to engage with
agents with their everyday roles. their clients were some of the
Also, Germany, Brazil and India ways we tried achieving this.
have been actively using social We also automated our back-
media to engage with clients and office processes. We needed to
to generate sales leads. drive centralization, automation,
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 9
Digital Transformation Review Allianz: Creating a Digital DNA
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Allianz: Creating a Digital DNA Digital Transformation Review
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Digital Transformation Review Allianz: Creating a Digital DNA
background for data analysis. level of engagement. One of is how do you go about building
We’re trying to find effective our key challenges has been to those skills – from within or
ways to tap into this in-house percolate this “digital enthusiasm externally? It is most critical
talent. and willingness” to middle to build internal talent and not
management and operational just attempt to “buy” skills. In
levels. It’s all well and good selected cases including external
to say that digital has enabled talent, of course, can augment
us to have one-click access to your talent pool and cross-
One of our key customer touch points. But if
you’re an operational entity that
pollinate the organization.
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Allianz: Creating a Digital DNA Digital Transformation Review
Digital Future
If you do not get a
will fizzle away or will never Looking ahead into Allianz’s
digital business model result in a pure transformation digital journey over the next
right, all the fancier of the company. The reason three years, what do you think
stuff you do on apps, we involved marketing, sales
and local entities, and not just
will be the biggest challenges?
transformation of the
company.
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 13
Digital Transformation Review Allianz: Creating a Digital DNA
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Companies to Watch: View from Silicon Valley Digital Transformation Review
Companies to Watch:
View from Silicon Valley
By Sergi Herrero, CEO, L’Atelier BNP Paribas USA
Poshmark: Modern
Shop from Meadow:
the closets of
women all over Now you can 3D
the world print your meat
50% of
According to Vocus, by 2015, 300 million tons
Each year,
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 15
Digital Transformation Review Etisalat: Accelerating Transformation through a Digital Services Unit
E
tisalat is a leading UAE-based telecom player with operations in
15 countries across the Middle East, Africa and Asia. Etisalat had
revenues of over $8.9 billion in 2012. The company recently launched a
standalone unit to focus exclusively on Digital Services. Capgemini Consulting
spoke to Khalifa Al Shamsi, the Chief Digital Services Officer at Etisalat.
Digital Services
Last year Etisalat created a Digital Services Unit. What factors have
driven the company to move towards digital?
Khalifa Al Shamsi Our customers are becoming more technologically connected each day
Chief Digital Services Officer at Etisalat and prefer using online channels. This may be perceived as a potential
threat by certain traditional telecom players, but we view it as a great
opportunity for Etisalat. We believe that the positive aspect of change
in consumer behavior is that they are now a lot more open to new
services in contrast to the recent past. For instance, when telecom
We established a Digital companies launched the MMS (Multimedia Messaging Service) offering,
it took a lot of time and marketing expenditure to convince consumers
Services Unit last to use this service. Now, consumers are more eager and willing to try
year to accelerate our new services.
transformation.
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Etisalat: Accelerating Transformation through a Digital Services Unit Digital Transformation Review
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 17
Digital Transformation Review Etisalat: Accelerating Transformation through a Digital Services Unit
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Etisalat: Accelerating Transformation through a Digital Services Unit Digital Transformation Review
we will pursue it. For instance, suppliers) that support our digital instance, while releasing digital
we placed a lot of importance services initiatives across our services involving financial
on rolling out a nation-wide footprint. transactions (m-commerce),
optical fiber network while other one has to check the readiness
countries were still debating on and capabilities of a financial
whether they should roll it out or institution (bank), regulatory
not. authorities and a central
bank. Similarly, for digital
We are still at an early stage in advertisement services, one
our digital services journey. We has to ensure that brands,
have had good initial success, aggregators and broadcasters are
but there is a long way to go. So, correctly aligned for the initiative
at present we cannot claim any to successfully work.
success story but we have taken
the right steps at the right pace.
Going forward, we understand
that we need to address multiple
challenges along this journey, Customizing digital
most significant of which will be
aligning and managing the right
services to local
resources and teams to focus on market realities is
digital services. Apart from the challenge of
aligning the right resources and
very important.
Then, searching for the right teams around digital services, Thus, analyzing and
alliance partner is another
challenge. A right strategic
what other internal or external
factors would you say can prove
developing the ecosystem
partner needs to have the same to be pain points? is vital for success.
ambition and commitment levels
Different digital services have
as we have while also being
varying maturity levels in
willing to take equal risk and
each country. Customizing
gain similar rewards. So, we
digital services to local market
need to continuously explore,
realities is very important. Thus,
evaluate and select the right
analyzing and developing the
partners (whether these include
ecosystem is vital for success. For
other telecom companies or our
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 19
Digital Transformation Review Etisalat: Accelerating Transformation through a Digital Services Unit
So, for these types of services, latest digital technologies? learnings are then funneled
apart from our readiness, down into a few high-priority
We tap into the collective
ecosystem development is areas that we start focusing on
knowledge of our resources
absolutely critical. from the perspective of staying
to keep abreast of the latest
relevant in the market.
technologies and trends
How do you measure your in digital. This collective
progress towards the deployment intelligence comprises not just
of digital services across our internal knowledge database
countries? What are the key but also our highly-skilled
metrics applied? newly recruited employees The key priority for a
who share industry trends and
We have established different
best practices. We also conduct
digital entity such as
types of Key Performance
Indicators (KPIs) to measure our
regular meetings and knowledge- ours will be to deliver
sharing events that sharpen our
progress. For instance, there
are operational KPIs, which
understanding around industry the promise of keeping
developments. These meetings
evaluate the milestones, e.g.
involve interactions with our
Etisalat relevant in the
whether beta testing of a service
has been conducted, evaluating
peers who are not just from the digital space.
telecom industry but from other
the number of subscribers
industries as well. All these key
for a particular service, their
satisfaction levels and gauging
customer reaction towards
service failures. In addition, we
have financial KPIs that assess
the contributions of a particular
service in retaining users or
generating additional revenues.
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Etisalat: Accelerating Transformation through a Digital Services Unit Digital Transformation Review
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 21
Digital Transformation Review Digital Service Unit as a Governance Tool to Accelerate Digital Transformation
For instance, Nestlé’s centralized DSU is responsible for a wide range of digital services including e-commerce
platforms, digital marketing, social media, consumer relationships, m-commerce, Search Engine Optimization
(SEO), analytics and Research & Development. A DSU, as a control unit, plays a critical role across functions
ranging from formulating digital strategy, developing digital services for business units, brands or countries,
facilitating innovation, monetizing digital assets and creating new avenues for digital businesses (see Figure 1).
22 D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04
Digital Service Unit as a Governance Tool to Accelerate Digital Transformation Digital Transformation Review
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 23
Digital Transformation Review Zurich: “The Department of YES” or the Evolving role of a CIO
Z
urich is a global insurance company with over 60,000 employees and
operations in over 170 countries. The company is starting on a digital
transformation of its customer experience. Capgemini Consulting spoke
to Markus Nordlin, the CIO of Zurich, to understand the evolving role of a CIO.
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Zurich: “The Department of YES” or the Evolving role of a CIO Digital Transformation Review
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Digital Transformation Review Zurich: “The Department of YES” or the Evolving role of a CIO
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Zurich: “The Department of YES” or the Evolving role of a CIO Digital Transformation Review
Future Challenges
Going forward, what are the
major changes that you want to
drive in the next two years?
One of the key initiatives that
Zurich IT is driving is our Digital
Workplace initiative. Ultimately,
our ambition is to ensure that our
employees, wherever in the world
they are, have full access to all of
our technology resources; click to
call, click to chat, click to video
conference; on any device. This
year, we’re rolling out the ability
for all of our employees to bring investments. But we will need Going forward, what challenges
their own iOS device—iPad or to set aside some resources for do you foresee? What are the
iPhone. experimenting in these topics of hurdles that you will have to
mobility, cloud, ‘big data’, and overtake?
What are the other changes you supporting analytics. We need to
In terms of future challenges,
would like to implement? learn what can actually drive real
one of my predictions is that
business value because this is not
Another key focus for us in this cloud might become the next
clear today in the industry.
next year will be ‘big data’. We legacy. Those who are moving
will create our target framework into the cloud space are quickly
and do some pilot projects. realizing that governing a cloud
deployment, knowing where
this data is, what data is leaving
Do you see any difficulty in One of the key an enterprise is actually very
convincing stakeholders about
the business case for ‘big data’ or initiatives that we are difficult to manage. I believe
caution is required and we
social media? driving is our Digital will move carefully into cloud
We are still firmly looking at Workplace. computing only when and if it is
business cases for all of our IT appropriate.
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 27
Digital Transformation Review Zurich: “The Department of YES” or the Evolving role of a CIO
Do you see the CIO giving way to, partners in the business. Chief
say, Chief Digital Officer or Chief Digital Officer or Chief Data
Data Officer in the next two-three Officer are emerging roles that
years? will definitely be key. But I think The CIO will have
For the large financial services
that the organizational constructs additional roles and
for these roles are still being
firms, I see the role of the CIO
experimented with. My feeling is challenges but they will
remaining as before. The legacy,
the volumes, the budgets are
that the CIO will have additional not eliminate the core
roles and challenges but they
so large that it’s hard for me to
will not eliminate the core responsibilities of a
foresee that role would disappear.
responsibilities of a corporate corporate CIO.
CIO.
But yes, we will start having
enhancements in roles whether
they fit in IT or next to IT as
28 D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04
Companies to Watch: View from Silicon Valley Digital Transformation Review
Companies to Watch:
View from Silicon Valley
By Sergi Herrero, CEO, L’Atelier BNP Paribas USA
Amplify: Lyft:
A tablet to Drive and share
monitor K-12 your car with
classrooms people around
you
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 29
Digital Transformation Review Yammer: Driving Employee Engagement through Social Networks
Y
ammer is a pioneer in the Enterprise Social Networking space. It
is used by over 200,000 organizations globally, including 85% of
Fortune 500 companies. By end of 2012, it had more than 7 million
registered users. The company was founded in 2008 and was acquired by
Microsoft in 2012. Capgemini Consulting spoke to Adam Pisoni, Co-Founder
and CTO of Yammer to understand social networks in the enterprise and their
role in employee engagement.
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Yammer: Driving Employee Engagement through Social Networks Digital Transformation Review
What do you think are the key changes that are occurring and I believe enterprise social
drivers for adoption of enterprise act on feedback from people who networks have three fundamental
social networks? interact with end-customers. So, benefits. First, they help you
they are involved in building and get the information you need
I believe the fundamental driver
adjusting the offerings according to make better decisions. You
is the current pace of change.
to this feedback and ensuring can get that information from
I think that the way in which
that the field force conveys your co-workers, customers or
we organize and communicate
information back to customers. managers. Second, they help
within companies today is
This is a different model than the you share information that other
changing. The job of a company
conventional approach where people need to be successful. This
is no longer to do the same thing
it was just all about cascading information could be from the
as consistently as possible, but
directives from top to bottom. manager to their employees to
to figure out how to innovate
Now, it is about hearing from make sure that they are aligned
and provide value as soon as
bottom to top and across the or know recent directional
possible. Social networks create
organization and being able to changes. Finally, social networks
tight feedback loops between
push information down quickly. help in communicating
disseminating information and
information amongst employees.
getting feedback from across
This information exchange could
the organization. By doing so, So what do you see as the key
be from the bottom to the top
they help companies better align benefits of social networks in an
management. But ultimately, it’s
people to this goal. enterprise?
all about getting your work done
more efficiently.
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 31
Digital Transformation Review Yammer: Driving Employee Engagement through Social Networks
Another interesting benefit of How about the Return on results because their employees
enterprise social networks is that Investment? were able to rapidly share
they allow employees to share information within and between
I think when social networks
their opinion and experiences, the stores using social tools.
were introduced in enterprises,
helping drive up their motivation.
their impact was not clear among
It keeps employees involved and
many senior leaders. At that time,
retained because they feel more
connected to the organization’s
mission and that they are able to
a lot of discussions were around
employee engagement and other Accelerating Social
benefits to the company but they
influence the results.
were not directly attributable
to ROI. However, now we are
Transformation
beginning to understand and
recognize the value-for-money How long do you think
companies will take to realize
Social Networks keep benefits of social networks.
such returns once they launch an
Today, we are beginning to see
employees involved that social networks can have enterprise social network?
and retained because a positive impact on customer Enterprise social networks are a
retention. For example, social new concept and implementing
they feel more connected networks help customer service them successfully requires a
to the organization’s agents to connect with one lot of change management. If
another and rapidly pull the organizations do not see its
mission. information they need to make value quickly they will not make
better decisions in real-time. the kind of investment that is
So, customer service and sales needed for its success. So, within
people can reach out to social Yammer, we have the customer
tools at the right moment to help engagement team, which helps
customers and retain them. customers throughout the
adoption journey by sharing best
Similarly, enterprise social practices, providing technical
networks also help in driving support during deployment
revenues. We have seen and offering educational and
multiple retailers who have training services. One of the key
tracked increased performance objectives for this team is to
to increased participation on empower organizations to derive
social networks such as Yammer. quick value out of their enterprise
These retailers have evolved and social network.
adapted faster to measurable
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Yammer: Driving Employee Engagement through Social Networks Digital Transformation Review
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Digital Transformation Review Yammer: Driving Employee Engagement through Social Networks
things that aren’t working. sourced. By doing so, they were voluntary adoption. It is hard
People may be rewarded for able to drive real results in a to mandate people to use social
hoarding information as opposed matter of hours as opposed to networks and employees will
to sharing. It’s not something the months that it took them not use them if there is no value
where you can just have a earlier. NAB is driving a cultural attached.
social network and hope that it shift by spreading the message
gives you the benefits you need that improving a company is Beyond measuring adoption,
because the technology is really a everyone’s job. we help companies find and
minor part of the problem. improve KPIs that are meaningful
to their goals. For instance, a
major hamburger chain needed
At NAB, social to change its menu frequently.
One of the things they tracked
Technology is really networks are driving was to check how quickly a menu
a minor part of the a cultural shift by change was understood by the
serving staff, and they have a KPI
problem. spreading the message for that. We were able to track the
that improving a improvement in that KPI by using
Yammer as a social tool. They
company is everyone’s also used Yammer to circulate the
Considering the cultural job. information of improvement in
KPIs among employees.
challenges you mentioned,
can you share any interesting
instance of successful enterprise
social network deployment? So do you think employee
engagement or adoption can be
considered as success metrics for If a company is going to
Let me tell you about NAB, an
Australian bank that leveraged
an enterprise social network? have a social network,
their social network to drive it has to be okay just to
I think that different companies
improvements in their processes.
They deployed principles of have different objectives that talk more openly within
continuous improvement they try to improve internally. the company about
However, I do believe that
(Kaizen) on their social network.
So, whenever employees identify employee engagement and things.
areas that need to be improved, adoption can be used as
they share it on the network and substitutes to measure value
solutions can then be crowd- because social networks require
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Yammer: Driving Employee Engagement through Social Networks Digital Transformation Review
Digital Future
What do you see as the future of
enterprise social networking?
I think that employees in
companies of all sizes, sectors
and geographies are going to
communicate internally using
a lot more social tools in the
coming years. There will be a
social transformation and all our
key digital tools will be around
social networks. It is going to be
the default and fundamental way
we all will work internally.
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 35
Being Digital: Engaging the Organization to Accelerate Digital Transformation Digital Transformation Review
M
IT and Capgemini Consulting, as part of their 3-year research
collaboration, have identified engagement as one of the key success
factors of any Digital Transformation.
D i g i ta l T r a n s f o r m at i o n R e v i e w N° 04 37
Digital Transformation Review Being Digital: Engaging the Organization to Accelerate Digital Transformation
The stakes for digital engagement range of industry sectors and Executives also noted that
are high. Capgemini Consulting’s geographies. Many executives younger workers are often
joint research with the MIT noted challenges that they faced frustrated by a slow pace of
Center for Digital Business shows in engaging their employees change. “The woman that is
that digital engagement is a in Digital Transformation. in charge of our social media
major driver of success in Digital Among these issues, a number of policies is pushing, right up to the
Transformation1. Rather than common themes emerged: CEO, saying, ‘We are way behind.
jumping headfirst into digital You better move now. We are
engagement, executives need A Generational Divide way behind. Move now.’ It’s very
to lay the groundwork to make Younger workers today have far persistent as well. Really trying to
sure those efforts are effective. greater familiarity with digital bring the company forward”.
This means taking a proactive tools and ways of working than
approach to many of the common their more tenured counterparts. Finding the right
challenges that organizations Many executives highlighted communications strategy,
face, and leveraging strategies a growing gap between older incentives and pace of change
that many leading companies and younger workers in their amidst this generational divide
are already taking in their own expectations and work habits has proven a challenge for many
Digital Transformations. around technology. Where companies.
older employees face a learning
curve, Generation Y workers
are often underwhelmed by the
Digital Engagement digital tools available to them.
One executive comments, “these
Come on, I know the
company is over 100
Presents Common people coming into the company,
mid 20’s, late 20’s, even early years old, but our
Challenges
30’s, they do everything
electronically. They say ‘Come information and IT
on, I know the company is capabilities don’t have
over 100 years old, but our
Over the course of our research,
information and IT capabilities to match the age of the
we interviewed over 150
executives across a broad
don’t have to match the age of company!
the company!”
1 Digital Transformation: a roadmap for billion-dollar organizations, MIT-CDB and Capgemini Consulting 2011
The Digital Advantage: how digital leaders outperform their peers in every industry, MIT-CDB and Capgemini Consulting 2012
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Being Digital: Engaging the Organization to Accelerate Digital Transformation Digital Transformation Review
And this issue shows no signs of] opportunities aren’t looking the investment made in these
of abating. Within just the next at [our company] for them”. systems, lack of adoption is a
few years, college graduates Without the digital talent to serious concern. One CFO states,
entering the workforce will have realize them, ambitious visions “We’ve spent an awful lot of
no memory of life before the for Digital Transformation may money on technology, but I still
Internet. Just as a house divided lack credibility or – worse – see people working in the old
cannot stand, a widening digital overreach the capabilities of the way”.
(and cultural) divide between organization.
employees may frustrate efforts On the user side, executives
to engage the entire organization reported a lack of understanding
in transformation. and unclear business value as
I need a charismatic major issues. A leader in the
The Scarcity of Digital Talent food service industry explains,
Digital Transformation is about quant – somebody who’s “I think people are apprehensive
turning technological potential an influencer and can about new technologies. They
into real business outcomes, and don’t understand them, there is
it demands a different mix of carry their weight in a a fear of unknown. They don’t
skills. Finding people with equal senior meeting, but at really fully understand how
parts digital savvy and business they’re going to drive business
acumen has proven a challenge the same time, someone outcomes”.
for many of the executives that who could roll up their
we interviewed. According Executives also pointed out
to one executive, “I need a sleeves and look at data challenges in managing the
charismatic quant – somebody tables and build models implementation of these
who’s an influencer and can platforms. When success criteria
carry their weight in a senior and enjoy it. are focused on IT deployment,
meeting, but at the same time, actual user adoption can take a
someone who could roll up their back seat to tactical milestones.
sleeves and look at data tables Digital Platforms: High Potential, Implementation goals defined
and build models and enjoy it”. Low Adoption in terms of active licenses or
When these skills do not already Some of the executives we live deployment locations miss
exist within an organization, interviewed reported success the true ROI of enterprise social
executives also noted difficulty in using platforms such as platforms: actively engaged
finding them externally, “Our enterprise social networks or users. The result is a widely
recruiters don’t know where to collaboration tools; others deployed system that no one
go find these people, and people highlighted challenges. Given actually uses.
who are looking for [these kinds
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All Others
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Digital Transformation Review Being Digital: Engaging the Organization to Accelerate Digital Transformation
2 http://www.apple.com/iphone/business/profiles/kraft-foods/
3 MIT-CDB and Capgemini Consulting research
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Being Digital: Engaging the Organization to Accelerate Digital Transformation Digital Transformation Review
4 Capgemini Consulting and MIT-CDB, The Digital Advantage: how digital leaders outperform their peers in every industry, 2012
5 Management Exchange, InnovationLive: Engaging 3M’s Global Employees in Creating an Exciting, Growth-Focused Future, 2011
6 Digital for all, L’Oreal website
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Being Digital: Engaging the Organization to Accelerate Digital Transformation Digital Transformation Review
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Digital Transformation Review Being Digital: Engaging the Organization to Accelerate Digital Transformation
11 MIT-CDB and Capgemini Consulting, For more information on formal digital leadership roles, see “Governance: a central component of successful Digital
Transformation”, 2012
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12 Case Study: EMC Drives Employee and Customer Engagement with Badgeville, Presentation by Tyler Altrup
13 Case Study: EMC Drives Employee and Customer Engagement with Badgeville, Presentation by Tyler Altrup
14 Capgemini Consulting, For more information on the potential of game mechanics to accelerate user adoption, see “Let the Games Begin: Using Game
Mechanics to Drive Digital Transformation”, 2013
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Digital Transformation Review Why Gamification matters Now?
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Badgeville: Helping Companies to Better Engage with Employees Digital Transformation Review
B
adgeville is one of the leading vendors of gamification platforms that
help businesses measure and influence user behavior through the
usage of game mechanics. The company, based in Redwood, California,
was founded in 2010 and has over over 250 customer organizations that
employ its solutions. Capgemini Consulting spoke to Kris Duggan, Co-Founder
and Chief Strategy Officer of Badgeville.
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Digital Transformation Review Badgeville: Helping Companies to Better Engage with Employees
The other fundamental change employee productivity and help in optimizing specific
is how digital technologies building more productive teams. workflows. It can be about how
have expanded traditional to ensure that people submit their
ways of incentivizing users for Are these business benefits easily expense reports on time or to
adopting desired behaviors. In quantifiable? make them use a new software.
the traditional arrangement,
It depends on how you want
the reward program was only
to measure the gamification
about discounts, coupons and
savings. But now companies are
recognizing that there can be a
program. It is about
understanding the behaviors Impact on Digital
that you are trying to drive.
lot of other rewards and some of
them can entirely be intangible.
So if you want to increase the
frequency of some desired
Organization
These are things like status,
behavior then I think it is easily
reputation, expertise, recognition, How does the implementation of
measurable. Using analytics
and privileges. So there is an gamification techniques impact
we can compare the increase in
expanded set of rewards and the role of managers?
frequency of a particular activity.
incentives that marketers can
Typically, implementation of The two fundamental changes
use to improve customer loyalty
gaming mechanics on top of that we discussed make it an
or managers can apply to drive
existing systems results in about interesting time for managing
employee productivity.
30% - 50% increase in the customers and employees. Now,
frequency of activities. Take the managers have to prioritize
What are some key benefits
case of Autodesk (see Exhibit 1 what kind of behaviors they
that organizations can aim to
overleaf). It registered increased want to motivate – qualitative
achieve through usage of gaming
engagement levels in terms of or quantitative and how they
techniques?
10% more trial downloads and should be measured. They also
Gamification addresses one of the 40% increase in trial usage need to select the right reward
key problems that organizations through usage of gamification system – be it about expertise,
are facing with both their techniques. Similarly, Samsung reputation or recognition and
customers and employees today; recorded a 500% increase how to effectively implement it.
the challenge of improving in reviews and 200% more These are the key challenges for
engagement levels. The key comments across the site by managers.
benefit of gamification on the gamifying their corporate website
customer side is that it helps in (see Exhibit 2 page 53).
improving customer relationship
and loyalty. On the employee On the internal process efficiency
front, it is more about enhancing front, gaming techniques can
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Initiatives
Autodesk included game mechanics to create a new software experience for trial users. Utilizing
gamification techniques, the trial was contextualized within a ‘race-against-time’ narrative.
Participants competed against their peers to earn the most ‘Points’. The top performers received
Autodesk’s Entertainment Creation Suite.
Autodesk identified and configured the key behaviors it wanted to drive with gamification elements.
For instance, the company designed a series of learning tracks or ‘Missions’ to guide users through
the various features of software. Users were rewarded with points and ‘Achievements’ for completing
missions or specific behaviors. They could also share their achievements on social networks such as
Facebook and Twitter to earn additional points. A ‘Leaderboard’ showed trial users how they ranked
against their peers and who won the game.
Benefits
Autodesk created their 30-day trial into a more engaging and fun experience by using game mechanics.
The company registered increased engagement levels in terms of 10% more trial downloads and 40%
increase in trial usage.
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Digital Transformation Review Badgeville: Helping Companies to Better Engage with Employees
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Initiatives
Samsung rolled out a social loyalty program, Samsung Nation, based on gamification. Using gaming
techniques the company identified key customer behaviors it wanted to measure, recognize and reward
across the Samsung.com portal. The company also integrated the ‘Bazaarvoice’ conversations platform to
reward customers for submitting reviews or commenting on product Q&A. Also, to maximize customer
engagement across the site, Samsung identified the key motivators of its customer base that visited the
site. They then build engagement mechanics in the platform that mapped these needs.
They rewarded customers with ‘Points’ for performing key behaviors and scaling them appropriately based
on the effort required to do them. A ‘Leaderboard’ displayed the users with leading points. There, customer
advocates could check their name, rank and status and be eligible for product coupons at the end of each
month. Customers could also earn ‘Achievements’ for demonstrating loyalty and aptitude in multiple
product areas.
Benefits
The gamification program helped Samsung to turn passive Web visitors into brand advocates that
supported Samsung in user-generated content and through sharing on popular social networks. Since
deploying Samsung Nation, Samsung.com has quadrupled its number of customer advocates to more than
50,000 at present. Further, the company recorded a 500% increase in reviews and 200% more comments
across the site. This resulted in improved engagement and critical conversations around the company’s
products on the ‘Bazaarvoice’ platform, that drive product purchases.
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Digital Transformation Review Badgeville: Helping Companies to Better Engage with Employees
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What are the Key Success Factors for Enterprise Gamification? Digital Transformation Review
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Digital Transformation Review What are the Key Success Factors for Enterprise Gamification?
Set up internal capabilities insights into the efficacy of mechanics based on the goal and
for gamification the gaming mechanics. This the user group. It is usually not
allows for real-time tweaking possible to achieve the desired
Gamification is more than just of gamification parameters results in a one-shot manner,
implementing a digital tool. (levels of complexity needed, but requires an approach of
It is a capability that requires collaboration, point systems, etc.) constant feedback, adjustment
significant investment in people leading to higher success rates. and learning. Development of a
(game designers, developers, and This continuous measurement culture of testing and iterative
change managers), processes is also essential for periodic learning is key to the creation of
(methodology, performance) and benchmarking against predefined a digitally-enabled enterprise.
technology (gaming platforms, performance parameters and for
analytics)1. Firms need to understanding ROI impact. Enterprise gamification
plan along these aspects and requires thorough planning,
evaluate which capabilities need Proactively manage game considerable investment and
to be built in-house, which to management commitment. By
partner for and identify people
completion
altering organization culture,
to champion the gamification Each gamification initiative has gamification has the potential
initiative internally in order its own shelf life but eventually to change the overall employee
to effectively implement engagement of the user group experience. The scope of
gamification. declines over time as “game gamification, in an enterprise
fatigue” sets in. Good game context, can indeed be vast –
Continuously measure and mechanics design and continuous from recruitment right up to
adjust feedback help determine the managing alumni networks.
optimal time for running the There are pitfalls to getting it
Firms need to put in place initiative. Subsequently, the right; however, the benefits
the systems and processes completion should be managed clearly outweigh implementation
to capture and accurately proactively and quickly to challenges. We believe that
interpret gamification data. prevent active disengagement or gamification and Digital
Measuring output from gamified “loyalty backlash”. Transformation are a winning
applications is an ongoing combination that firms cannot
effort and is needed to ensure Adopt an iterative approach afford to ignore.
continued relevance and to
monitor and adjust gamification
to gamification
applications. Continuous Initial failures in gamification
measurement of results, are OK and should be embraced
such as adoption rates, game as learning experiences.
abandonment stage, number Gamification is a complex area
of visits in a day, etc. provides which needs customized game
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Companies to Watch: View from Silicon Valley Digital Transformation Review
Companies to Watch:
View from Silicon Valley
By Sergi Herrero, CEO, L’Atelier BNP Paribas USA
Asthmapolis: Peek:
Track asthma Get local help to
symptoms thanks “book amazing
to inhalators things to do”
According to the Center for Disease Control In 2012, people all over
26 million people
around world took 6.8 billion trips.
suffer from asthma in the USA. Every year, According to the ITB World Travel Trends
Report, Domestic Travel was to grow by 2%
the USA spends $50 billion on medical costs.
Another $6 billion can be added to this amount reaching 5.77 billion trips, while international
due to indirect costs resulting from missed travel was expected to increase by 4% to
days of work and school. A large part of these 1.03 billion trips. Of all these trips, 54% were
expenses are due to insufficient use or misuse booked over the Internet while travel agencies
of asthma inhalers. accounted for 24% of these reservations.
Asthmapolis has developed a technology that Peek has transformed this industry to give it a
can help asthma patients successfully follow more local and social flavor. When people book
their treatment with doctors being able to a trip their first concern is about how to get to
effectively monitor their patients. Thanks to their destination and where to stay. However,
a little sensor placed on the top of the inhaler they might find it challenging to identify
and linked to a mobile application, patients places of interest and holiday activities. Peek
can better control how they use their inhalers has taken the challenge to put local people
and doctors can advise them on proper usage. in contact with tourists in order to help them
Moreover, the app is able to collect precise data discover places of interest while providing
on environmental conditions under which the them with useful travel advice so that they
patients used their inhalers and thus improve have a glimpse of what the true country looks
research in this field. like.
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Digital Transformation Review UK Digital Champion: Driving a Nation Forward with Digital
M
artha Lane Fox is the UK Digital Champion. She co-founded
LastMinute.com, an online travel and gift business, in 1998. The
company went public in 2000 and was acquired by Sabre Holdings
in 2005. Capgemini Consulting spoke with Martha to understand her role and
how digital can help governments drive change.
Digital Champion
How would you define the role of the UK digital champion?
This role involves two key responsibilities. The first part is about
Martha Lane Fox encouraging and thinking of ways to help the millions of people in
UK Digital Champion the UK who do not have digital skills and acquaint them about the
benefits of getting online. The second part is more internally focused on
government operations. It is about how the government can use digital
technologies to deliver public services more effectively.
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What was the rationale behind the How do you influence the online applications. Addressing
creation of this role? government to implement digital the challenges of the 16 million
initiatives? people who don’t have basic
In 2009, I was appointed
digital skills is the emphasis of
by the government to help We can influence at multiple
this initiative.
disadvantaged groups go online. levels. Over the last four years I
At the time there were 11 million have talked to many ministers
So, we think just being online or
people who had never been online and civil servants about what
offline is too simplistic a measure
and we wanted to bridge this we are doing. I tried to show
and you want to get the benefit
‘digital divide’. The authorities the cost effectiveness of digital
of being online. The objective
decided that they needed someone initiatives as the spending part
of ‘Go ON UK’ is to have every
to focus on digital inclusion. This can have the biggest influence
individual and small business to
became the genesis of my role on the government. Finally, I use
have the skills and confidence to
during that time. A year later, the media to put pressure back on
benefit from new digital services.
in 2010, the new government government. I feel it’s important
expanded my role to advise on to build a coalition of support to
how delivering public services on influence government authorities
the Internet can help to streamline and accelerate digital initiatives.
these services while getting more The role of the UK
people online.
How has the focus on digital digital champion
inclusion evolved over the last
How do you interact with the few years? involves two
government on digital matters?
We have got a broad coalition responsibilities: helping
Initially, the government was now with many business partners the millions of people
involved in kick-starting the in our initiative, which is now
campaign. However, as with called ‘Go ON UK’. This has in the UK who do
most quasi-autonomous non- helped in shifting the focus from not have digital skills
governmental organizations, once just being about whether people
the public money started to dry have gone online or not to also and advising the
up, the commercial sector stepped improving their basic digital government on the
in. Gradually, my role has become skills. There are many people
more autonomous. Of course I who have never been online but delivery of digital public
still report to the Prime Minister whose lives can be made simpler services.
frequently and we have joint- by using these digital skills. Some
conferences and events with other of these skills include the ability
ministers to discuss their digital to use a search engine, send and
agendas. receive emails, and complete
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How can governments help drive But I think that the government I may not be the best person
improvement across these areas? can also play an important role to talk about that as my role is
in the adoption of digital skills outside the government. So, I can
I might be biased but I do think
through a renewed emphasis both share my opinion about a few
that having a role such as
in schools and supporting online key priorities. The government is
‘Digital Champion’ is helpful for
centers. placing an emphasis on creating
countries. So, I would encourage
more digital start-ups. A “digital
governments to find a digital
Governments should also take by default” agenda is also a key
champion. Each country may
advantage of digital technologies priority to create better public
have its own viewpoints on
to deliver simpler and more services using the government
what this champion should do.
effective services to users. For digital services. However, I would
Some may include changing
instance, the UK government argue that the government is
the infrastructure for social
has set up a team, which is not placing the same emphasis
development while others may
focusing on delivering digital on the adoption of digital skills.
choose to develop digital skills,
public services as part of the So, through ‘Go ON UK’ we
which I opted for. It is helpful to
government digital initiative. are attempting to capture the
have someone with technology
It involved creating a ‘gov.uk’ corporate sector interaction and
experience who is outside the
site, which is a central portal combine it with the public sector
government.
for all government services and initiatives to drive digital skills
information. The UK is becoming adoption in the UK.
one of the leading countries
in how it has approached its
Having a digital delivery of multiple digital
services.
champion with Although we rate well
technology expertise on the creation of start-
and who is outside the ups, we are struggling
government will help
Digital Vision and its to create scale of digital
countries accelerate their Measurement businesses when they
digital transformation. start hitting the £100
You have discussed multiple
digital initiatives that the UK
million mark.
government has launched. Could
In the same context, the role of you highlight the key digital
the government in improving priorities of the government?
network infrastructure is evident.
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About Capgemini Consulting
About Capgemini