Digital Transformation in 2017 - Presentation from SPTechCon

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Digital Transformation is essential to remaining competitive in 2017. Check out these slides from Emgage and Geoff Talbot at SPTechCon in Austin

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Digital Transformation in 2017 - Presentation from SPTechCon

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現在キャラクターを前面に出したエージェント指向のサービスが拡大している。デジタルサイネージで目の前の人を認識して対応する、携帯電話のスクリーンで対話するなどである。ゲーム産業はキャラクターの作成に対し長い歴史を通じて探究して来た。本講演では、「FINAL FANTASY XV」を事例としてキャラクターのリアルタイムの意思決定、アニメーション、ユーザーの行動特性を抽出してコンテンツを変化させるメタ AI 技術などを解説する。受講対象: AI のプロジェクトへの適用の実態を知りたい開発者の皆様。また、全てのゲーム開発者の皆様は是非ご参加ください。製品/テクノロジ: AI (人工知能)/Deep Learning (深層学習)/Machine Learning (機械学習) 三宅陽一郎株式会社スクウェア・エニックステクノロジー推進部リードAIリサーチャー

[AI10] ゲームキャラクターのための人工知能と社会への応用～ FINAL FANTASY XV を事例として～

de:code 2017

本講演では、まず深層学習フレームワーク Chainer の特長およびその基本的な使い方を解説します。次に Azure を含む Microsoft のプラットフォーム上等の様々な環境で Chainer を動かす方法、またそれによって広がる応用と、今後の展望について述べます。受講対象: Deep Learning の基礎を理解し、最新状況を理解したい方。あるいは既に Chainer をご利用の方は是非ご参加ください。製品/テクノロジ: AI (人工知能)/Deep Learning (深層学習)/Machine Learning (機械学習) 齋藤俊太株式会社Preferred Networks リサーチャー

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平野拓也　日本マイクロソフト株式会社代表取締役社長西脇資哲　日本マイクロソフト株式会社業務執行役員　エバンジェリスト「プロダクティビティとビジネスプロセス」「インテリジェントクラウド」「Windows 10 + デバイス」の 3 つの柱を中心にパートナー様とマイクロソフトが共に世界を変革していく過程についてご紹介します。豊富な事例とデモを交じえて構成される基調講演は、マイクロソフトがパートナー様と共に目指すビジネスの過程で、どのような未来が広がっていくのか、どのように世界が変わっていくのかをご紹介します。

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Digital marketing playbook

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Lecture on digital transformation for students of the Artevelde University College in Ghent, Belgium. The internet has been around for 25 years and has caused many disruptions. With more disruptions to come, many organizations are seeking for ways to use digital opportunities in a meaningful way creating more value for customers and sustaining their business. The impact of the development of the Web on marketing and communications and how it causes digital disruption for companies is shown in this talk. With practical examples you will get insights in how organizations can create more value for customers at the same time also the organization can benefit from these efforts. Several digital developments such as mobile, social and 'internet of things' will be presented. Besides the use of theoretical models for digital disruption and digital transformation, some case studies are presented which bring directly applicable tips to take home. Principles for digital transformation are a changing value proposition, business model, culture, technology and organization.

Digital Transformation - International Days - Artevelde University College - ...

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How disruptive Innovation can be realized in Banking & Insurance Why is this successful? - results are almost guaranteed due to the funnel - winning ideas are likely to be AWESOME, because they have seen many iterations - bad ideas drop out immediately high cost savings - highly motivated employees We create new products/services, entire startups or a digital unit for you With our approach, team, technology and entrepreneurial attitude we identify, validate and evolve business opportunities and quickly turn them into highly profitable businesses – potentially even realizing a disruptive product. We have a proven track record with top market players across a wide range of industries. Talk to us to see how we can develop awesome ideas for your digital future. We love to design the future – together with you. 1 | Robust Framework A blend of the best Silicon Valley-proven methodologies forms our comprehensive framework: Design Thinking Business Model Generation, Lean Startup, Lean Marketing, Lean Analytics, Customer Development, Agile, Scrum, Kanban … We guide the project team throughout the process using our framework. 1 | New products, services and disruptive business ideas We build digital products and services for B2C and B2B that we validate in multiple iterations with your potential customers. In the next stage, we launch the product/service as a Minimum Viable Product (MVP) to validate it by a larger target group and that’s when we start pivoting and tweaking. If customers love the product/service and are willing to pay for it, we consider the product investment ready and that’s when we start growth-hacking the new business. Naturally, all decisions are data-driven. THIS IS AWESOME - Company Builder 2 | From new departments to entire startups New products and services lead to: a new venture as an autonomous business that may later be reintegrated back into your existing organization a new department within your exiting organization adoption by an existing department within your organization You can count on our experience, knowhow and resources every step of the way. 3 | Innovation unit / Digital unit Talk to us if you want to set up your own innovation or digital unit within your organization. We can get you standing on your own two feet by training you to use our framework and handing over everything you need to run the CATAPULT™ software stack on your own. Technology With our HR, training and mentoring programs, we’re with you every step of the way until you’re ready to run independently. Talents

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BMC, the global leader in IT solutions for the digital enterprise, has teamed with PSFK, one of the world’s leading think tanks, to develop The Digital Transformation Playbook. This guide provides key insights and actionable steps for business executives and public sector organizations to follow as they seek to enhance customer experiences, processes, and business models through digital transformation. To download a complimentary copy of The Digital Transformation Playbook, visit http://www.bmc.com/playbook.

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The talk provides a new perspective on leadership in the digital age. Key topics include: 1. Organisational development: changing from a top-down, military-style organisation towards a supportive, adaptive and open organisation. Led by a leader who supports those in contact with the customers as opposed to a director / dictator who dictates from the top. 2. How to lead: Leadership involves setting a direction which people can follow. The author proposes to use the OKR framework (objective and key results), introduced by google, as a basis. The key steps in implementing the same are laid out as follows: #1 Start defining OKRs to set an example. #2 Publish immediately, visible for everyone. #3 Get everyone involved. #4 OKRs are set jointly only. There is no top-down. #5 Discussion happens in the team(s) only. #6 There is no punishment, it is a joint experience. #7 Ensure everyone is walking in the same direction. 3. Setting a direction & vision: leadership further involves setting a direction. This is ultimately the duty of both the customer and the organisation. Only jointly can a correct vision and direction be determined, else we miss the market requirements. 4. What is strategy in this context: strategy, at it's simplest, is a direction and a verified path how to get there (the later typically referred to as a roadmap). Most strategies are superb in painting a vision, but lack the roadmap aspects of it, so they ultimately fall short of explaining how to realise the vision. 5. How to execute: execution can only be agile. Over waterfall, it has several key advantages: #1 Customer testing & fast market feedback! #2 Product doesn‘t need to be fixed for the next 2 years #3 Limited risk #4 Significantly faster (if well executed) #5 Attention: agile doesn‘t mean without a goal We prefer to step on board when your company is looking to define its long-term strategies. Because that's when we can use the complete playing field - for developing strategies which result in a measurable improvement of your key indicators. We've developed our own method for reorienting / relaunching digital projects. It takes a holistic approach to all the component parts: right from the business case, user experience and business requirements to the process design, technology and content. Which is why we work intensively within interdisciplinary teams, make use of our frameworks, draw on our wide range of experience and lead workshops - until we've seen to it that you reach your goals. This process is typically followed by the development of a digital concept.

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Digital Transformation - Play along or die

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Keynote: "Digitale Transformation für Banken - mitspielen oder untergehen" Die Keynote ist in zwei große Teile aufgeteilt: 1/ Das Bedrohungsszenario: Teil 1: Die Welt ändert sich 2/ Noch nie war der Appetit nach Innovationen größer - wie können Banken reagieren? Der erste Teil fasst die Veränderung der vergangenen Jahre zusammen und zeigt auf welche anderen Branchen durch die digitale Revolution sprichwörtlich weggefegt worden sind. Auch groß zu sein reicht nicht mehr aus: "too big to fail" gibt es nicht mehr. Der Vortrag geht folgend auf aktuelle Bankstatistiken ein: kaum jemand besucht heute noch tatsächlich eine Bank und kommt zur Schlussfolgerung: Banken schaffen es noch nicht mit ihren Online Kunden Geld zu verdienen! Das ist aber die wachsende Herausforderung in Anbetracht der Generation X und Generation Y. Drei Kerngedanken... 1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn. 2. Banken sind heute ein “low involvement business”. 3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen um ihre Konkurrenten in den Hintergrund zu drängen.! Im zweiten Teil wird der Hunger nach Innovationen dargestellt. Aber was ist eine Innovation? Die großen des Internets - Apple, Google, Facebook, AliBaba und Amazon leben und sind vorwiegend durch User Experience Innovationen erfolgreich geworden. Es braucht einen klaren Ansatz um eine Digitale Strategie zu erstellen und die digitale Transformation zu schaffen. Die 7 zentralen Schritte hierzu werden knapp anhand von Beispielen aufgezeigt: 1/ Stakeholders Stakeholder identification Personas Initial market & competitive analysis Other inputs to needs 2/ Expected benefits Departmental inputs Benefits identification Benefits breakdown BI & Analytics review Initial opportunity identification 3/ Overall direction Vision Goals Business objectives Project Motivation 4/ Product development Key user tasks Cross-channel experience journeys Scope Landscape Roadmap Content org model Site org model 5/ Costs Technical architecture Draft cost breakdown Initial project plan Organisational setup post launch Cost assumptions 6/ Business Case Business case Funding options Business Case presentation 7/ Approach & Plan Initial draft plan till go-live Project plan strategy & concept phase

Keynote: "Digitale Transformation für Banken - mitspielen oder untergehen"

Stefan F. Dieffenbacher

The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results. Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies. So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study). With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results. This paper looks at the trends and the path forward. The Evolving Digital Journey Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address. Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward. Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation. A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business. - See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf

Going Digital: The Banking Transformation Road Map

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1. Executive Summary Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them. They will conquer the financial services market by • utilizing their global customer base and advanced customer intelligence (data), • by connecting today separated services to an eco system using technology and delivering advanced user experience • and their ability to move fast. Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail banking’s value proposition as these Internet companies can go far beyond classical value propositions. Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of €500m to become better in digital. While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years. Traditional bank’s service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to today’s quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence. The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition – the start of any strong change process. 2. Introduction We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions. To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover w

Whitepaper: Why banks need to move if they want to own banking in the future.

Stefan F. Dieffenbacher

The User Experience Strategy behind one of Europe’s largest Digital Transformations is a presentation that summarizes the digital strategy approach taken for a key bank in Europe. It takes the reader through three stages: 1. Why was a digital strategy required to start with? Why could the bank no more operate as-is? 2. What was the overall solution and design approach? At this point in time, the Digital Leadership strategy framework is being introduced. 3. How was the actual solution developed across both phases? In the first phase, the presentation talks through the key steps, namely: 3a. customer segmentation 3b. persona development 3c. understanding of user needs 3d. understanding of business needs 3e. developing an overarching vision based on business goals and user needs 3f. Deriving the functional scope - termed at Digital Leadership a Scope Landscape The second phase then goes on to detail out the solution approach which was basically about detailing out the strategy from phase 1 and validating it in details.

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En vedette (17)

[AI10] ゲームキャラクターのための人工知能と社会への応用～ FINAL FANTASY XV を事例として～

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