CMO vs CIO Collaboration: Emergence of the Chief Digital Officer
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The document discusses the emergence of the Chief Digital Officer role to help facilitate collaboration between the CMO and CIO. It notes that companies are shifting from being company-centric to customer-centric, leaving leaders overwhelmed. The CDO can help drive digital strategies around areas like mobile, marketing automation, data analytics, and social business to improve customer experiences across the entire lifecycle. The CDO also helps the CMO and CIO align their goals and priorities to balance business needs like efficiency, security and innovation.
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CMO vs CIO Collaboration: Emergence of the Chief Digital Officer
- 1. © 2010 - 2013 Constellation Research, Inc. All rights reserved. TM The CMO vs CIO: Paths Forward to Collaboration The Emergence Of The Chief Digital Officer 11 Jun 2013 R “Ray” Wang (@rwang0) Principal Analyst & CEO Constellation Research, Inc. Esteban Kolsky (@ekolsky) President ThinkJar, LLC #SBF13
- 2. © 2010 - 2013 Constellation Research, Inc. All rights reserved. The company Società Stile Di Vita Digitale
- 3. © 2010 - 2013 Constellation Research, Inc. All rights reserved. budget
- 4. © 2010 - 2013 Constellation Research, Inc. All rights reserved. data
- 5. © 2010 - 2013 Constellation Research, Inc. All rights reserved. speed of business
- 6. © 2010 - 2013 Constellation Research, Inc. All rights reserved. competitive advantages
- 7. © 2010 - 2013 Constellation Research, Inc. All rights reserved. business agility
- 8. © 2010 - 2013 Constellation Research, Inc. All rights reserved. people
- 9. © 2010 - 2013 Constellation Research, Inc. All rights reserved. I want, I want, I want!!!
- 10. © 2010 - 2013 Constellation Research, Inc. All rights reserved. And wait, there’s more… Political • Government intrusion on data and privacy Economic • People have less, spend less, want more, global competition Social • Social networks and online communities, collaborative consumption Technological • Social, mobile, cloud, byod, internet of everything, big data Environmental • Corporate social, sustainability, Legal • Compliance is not even a topic I want to talk about right now
- 11. © 2010 - 2013 Constellation Research, Inc. All rights reserved. “…the world is changing, it is not about us doing something and customers agreeing, it is about the customer expecting us to do things differently and us delivering…”
- 12. © 2010 - 2013 Constellation Research, Inc. All rights reserved. we are moving from company-centric, where CIOs rule to customer-centric, where CMOs rule
- 13. © 2010 - 2013 Constellation Research, Inc. All rights reserved. The shift leaves leaders overwhelmed and often powerless… 13
- 14. © 2010 - 2013 Constellation Research, Inc. All rights reserved. …and the stakes are high Widening gap between market leaders and fast followers 7x the cost of acquiring a customer vs retention Average CXO tenure is less than 3 years 14
- 15. © 2010 - 2013 Constellation Research, Inc. All rights reserved. The business model shift is here • Product companies give away product for service revenues. • Service based businesses sell experiences at varying price points and service levels. • Experience based businesses selling business models • Business model companies sell peace of mind. 15
- 16. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 16 Regardless of model, winners battle for adoption, loyalty, and share of wallet
- 17. © 2010 - 2013 Constellation Research, Inc. All rights reserved. The customer lifecycle is dead, gone, morti company target acquire support retain
- 18. © 2010 - 2013 Constellation Research, Inc. All rights reserved. experie nce feedback experie nce feedback CRM experie nce feedback target experie nce feedback retain ERP company The single point of contact is anche morti supportacquire
- 19. © 2010 - 2013 Constellation Research, Inc. All rights reserved. emergence of the experience continuum
- 20. © 2010 - 2013 Constellation Research, Inc. All rights reserved. demographic operational behavioral attitudinal sentimental who the customers are how efficiently the business operates what customers do and how they work how effectively the business operates how the customers feel as expressed publicly crm social crm “big data”Evolution of data and analytics
- 21. © 2010 - 2013 Constellation Research, Inc. All rights reserved. noise data information knowledge insights filter structure organize analyze Outcome of social + analytics → insights
- 22. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 22 © 2013 R Wang & Insider Associates, LLC. All rights reserved. Data Sources Information & Orchestration Insight Decisions & Actions Technology Driven Lineof BusinessDriven • Structured • Semi-structured • Unstructured • Physical • Virtual • Machine • Contextual • Performance • Deduction • Inference • Prediction • Next best action • Prevention • Suggestion • No action In big data the goal is better outcomes not more jargon or acronyms
- 23. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Make insights actionable insights verticalized know-how traceable metrics correlated work-flows desirable outcomes right answer right channel right time
- 24. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Know the 4 personas of the next gen CIO
- 25. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Four faces of the new “CIO” Chief Integration Officer Chief Innovation Officer Chief Infrastructure Officer Chief Intelligence Officer The New C “I” O 25 External Focused Internal Focused TechnologySavvy BusinessSavvy © 2011 – 2012 R Wang & Insider Associates, LLC. All rights reserved.
- 26. © 2010 - 2013 Constellation Research, Inc. All rights reserved. What I want… CMO • Efficient Operations • Agile Business Model • Dynamic Processes • Effective Technology • I want to have them, track them, monitor them, know how well they do what they do… • And I want to change them when I want/need CIO • Standardization • Agile development • Dynamic Processes • Effective vendors • I want business to understand the impact of their decisions on running the ship • And I want folks to give me the resources and budget to pay for this
- 27. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Here’s the balance we must achieve Simple Scalable Sexy 27 CMONeeds CIORequirements © 2011 R Wang & Insider Associates, LLC. All rights reserved. Safe Secure Sustainable Business Models Geos Value Networks Org Structures Disruptive Technology CMO CIO
- 28. © 2010 - 2013 Constellation Research, Inc. All rights reserved. CMO and CIO must work together 28 © 2011 - 2012 R Wang & Insider Associates, LLC. All rights reserved. Time RateofInnovation IT scaling Wave 1 Wave 2 Wave 3 Wave 4 Wave 5
- 29. © 2010 - 2013 Constellation Research, Inc. All rights reserved. We need to come to an agreement… Chief Digital Officer?
- 30. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Emergence of the Chief Digital Officer Drive relevancy with context not content Move mobile strategies from campaign to commerce Focus on conversion rate optimization Design for people to people interaction models Use marketing automation to gain efficiencies Address big and small data Expect more accountability in marketing budgets
- 31. © 2010 - 2013 Constellation Research, Inc. All rights reserved. CDO’s master the social business adoption path Level 1: Discovery •Discerning hype from reality •Garnering executive support Level 2: Experimentation •Identifying meaningful metrics •Incorporating social business into business models Level 3: Evangelization •Choosing the right go-forward platform (tools) •Fostering internal collaboration Level 4: Pervasiveness •Scaling to match demand •Ensuring long term funding Level 5: Realization •Keeping up with social innovations •Developing social business governance © 2010 - 2013 R Wang & Insider Associates, LLC. All rights reserved. D E E P R 31
- 32. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Early adopters focus on scaling 32 © 2010 - 2013 R Wang & Insider Associates, LLC. All rights reserved. Social Business Priorities Survey (2010 n = 45, 2012 n = 185, 2013 n = 237)
- 33. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 33 7 Next Steps
- 34. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 34 1. “Start with the business model, hone in on the business value”
- 35. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 35 2. Begin with the end in mind • Where do you want to improve adoption? • What behaviors do you want to influence? • What rewards will incentivize the desired outcomes? • Where to introduce rewards in the mission and journey map?
- 36. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 36 3. Align use cases to business processes © 2010 to 2013 R Wang & Insider Associates, LLC. All rights reserved. Incidenttoresolution Knowledge base creation Knowledge base curation Support escalation Support resolution Agent escalation Peer based support Reactive support Predictive support Kickofftodelivery On time on budget Issue resolution Project staffing Collaborative work spaces Ideation Benchmarking Polling and data collection Campaigntolead Data to campaign Campaign creation Resource staffing A/B testing Augmented events Feedback loops Lead generation Customer loyalty/ VIP experience LeadtoDeal Territory assignment Collaborative selling Crowd sourced deal intelligence Matrix Commerce Save the deal Steal the deal Partner selling
- 37. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 37 3. Align use cases to business processes © 2010 to 2013 R Wang & Insider Associates, LLC. All rights reserved. Hiretoretire Performance reviews Compensation design Benefits design Background checks Recruiting Compensation benchmarks Invoicetopayment Expense management Travel management AP acceleration Concepttoproduction Feedback to improvement Internal design Internal ideation Partner collaboration Crowd sourced ideation Sourcingtoacceptance Collaborative forecasting Operations planning Defect and warranty management Demand sensing Dispatch optimization Sourcing networks
- 38. © 2010 - 2013 Constellation Research, Inc. All rights reserved. People Centric Values Culture Community Credibility Delivery and Comm Styles Channel Content Cadence Right Time Drivers Context Catalyst Currency 38 © 2012 R Wang & Insider Associates, LLC. All rights reserved. 4. Apply the 9C’s of engagement start the social business journey
- 39. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 5. Use engagement journey maps provide the plan Source: Gavin Heaton, Constellation Research, Inc.. 39
- 40. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Cautious Adopters Market Leaders Fast FollowersLaggards Incremental Transformational Proactive Reactive • Can we transform our business models? • What outcomes can we transform? • How do we go to market first with this? • How do we make this easy to consume? • Will this truly differentiate our offerings? 40 6. Understand your org persona to drive change © 2011 - 2013 R Wang & Insider Associates, LLC. All rights reserved. • What happens if our competition goes first? • How long can we wait to adopt? • Can we learn from first mover mistakes? • How do we scale this faster and cheaper? • Do we really need to do this? • Can we quantify the market demand? • Can we wait for this to commoditize? • Is this more than a trend? • What type of integration is required? • Are there security and safety risks? • Do we really need to disrupt our business? • Will customers really want this? • How long can we wait for commoditization? • How much longer can we put this off? • Has the trend moved beyond mainstream?
- 41. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 7. Be happy! Have fun!
- 42. © 2010 - 2013 Constellation Research, Inc. All rights reserved. Questions And Answers 42
- 43. © 2010 - 2013 Constellation Research, Inc. All rights reserved. 43 Thank you R “Ray” Wang 650.918.6619 R@ConstellationR.com Twitter: @rwang0 http://blog.softwareinsider.org www.ConstellationR.com Esteban Kolsky +1-913-256-5759 esteban@thinkjar.net Twitter: @ekolsky http://thinkjar.net
- 44. © 2010 - 2013 Constellation Research, Inc. All rights reserved.© 2010 - 2013 Constellation Research, Inc. All rights reserved. www.ConstellationRG.com San Francisco | Andalucia | Belfast | Boston | Chicago | Colorado Springs | Cupertino | Denver | Irvine | London | Madrid New York | NOVA |Pune | Sacramento | Santa Monica | Sedona | Sydney | Tokyo | Toronto | Washington, D.C. TM
Notes de l'éditeur
- ANNOUNCER: Formed in 2001 as a startup digital lifestyle and fashion company the Digital Super Watch Company is a global player in connected devices for consumer consumption based in Moderna. The company IPO’d on EuroNext in 2008 right before the global financial crisis.The fast pace of change in the digital lifestyle business means new products are released every 45 days, customers purchase 2 to 3 devices a year, customers can switch preferences on a dime.The CIO and CMO of the companies have been engaged in a fierce debate on their roles as the shift in business trends has impacted relationship between the CMO and CIO.Please welcome Digital Lifestyles CMO – Esteban Kolsky and CIO Ray Wang
- Ray: It’s budget time and my budgets are down 5% again this year. We can’t support your new initiatives. You have so many. Your budgets are up 30%.Esteban:You have a lot more; I end up paying twiceRay: we’re running all the things you asked us toEsteban: Yeah, but these were in our budget in 2000Ray: It’s expensive supporting all your legacy requirementsEsteban: An no, these were the ones you gave us. I don’t even use half the stuff you give me.
- Access to data and resources on my timelineNot when you can, when I needData warehouses take time to build. Now you want me to take your twitter feed, the facebook wall, and make all that work.
- BudgetYou have a lot more; I end up paying twiceAccess to data and resources on my timelineNot when you can, when I needSpeed to market for new productsKnockoffs are killing me, but I cannot competeCompetitive advantageHow can I be a better competitor without resourcesAgility of operationsI need to compete with China, Taiwan, Bangladesh… not locallyI want, I need, I cannot have This is the perennial conversation between us, how to solve it?
- Competitive advantageHow can I be a better competitor without resources
- Agility of operationsI need to compete with China, Taiwan, Bangladesh… not locally
- Agility of operationsI need to compete with China, Taiwan, Bangladesh… not locally
- I want, I need, I cannot have This is the perennial conversation between us, how to solve it?
- Will you be ready to think big? And what does this mean?
- "The Goal of Big Data is Better Decisions" - but Decisions aren't part of the flow. Also, as my .sig says ;-) Insight is only one of four possible steps with Prediction, Performance and Inference being the other three paths to better decisions. Data SourcesStructuredSemi-structuredUnstructuredInformation & OrchestrationPhysicalVirtualMachineContextualInsightPerformanceDeductionInferencePredictionDecisions & ActionsNext best actionPreventionSuggestionNo action
- 1. Simple. Solutions should embody design thinking at the outset. Technology should not require a manual. Solutions should be easy to use and self-service. 2. Scalable. Solutions should flex up and flex down as demand changes. Technology must work in a wide range of environments.3. Safe. Organizations expect these solutions to not only integrate with ease but also not to harm existing systems or jeopardize how users perform daily work and operations. New technology must not adversely impact another proven system. 4. Secure. These solutions should pass encryption requirements, prevent data intrusion, and protect key intellectual property assets. Resources must be invested to fend off internal and external digital threats. 5. Sustainable. Consumer technologies must meet requirements for flexibility and adaptability over longer periods of time (e.g. 7 to 10 years). Platforms must allow users to extend and expand their functionality. Solutions should be extensible. 6. Sexy. Solutions must draw passion among users. Users must enjoy using the software.
- 1. Simple. Solutions should embody design thinking at the outset. Technology should not require a manual. Solutions should be easy to use and self-service. 2. Scalable. Solutions should flex up and flex down as demand changes. Technology must work in a wide range of environments.3. Safe. Organizations expect these solutions to not only integrate with ease but also not to harm existing systems or jeopardize how users perform daily work and operations. New technology must not adversely impact another proven system. 4. Secure. These solutions should pass encryption requirements, prevent data intrusion, and protect key intellectual property assets. Resources must be invested to fend off internal and external digital threats. 5. Sustainable. Consumer technologies must meet requirements for flexibility and adaptability over longer periods of time (e.g. 7 to 10 years). Platforms must allow users to extend and expand their functionality. Solutions should be extensible. 6. Sexy. Solutions must draw passion among users. Users must enjoy using the software.
- Expect Seven Strategies To Emerge In The Shift To CDOConsequently, many marketing leaders are making the shift from CMO type roles to Chief Digital Officers as marketing leaders align technology closer with strategy. This shift from analog marketer to a Chief Digital Officer role will result in seven trends for 2013 (see Figure 1.)Figure 1. 2013 Trends Signal Shift From Classical CMO to Digital CMOs or Chief Digital OfficersDrive relevancy with context not content. Context trumps content as relevancy required to break channel fatigue. Relevancy will improves engagement metrics.Move mobile strategies from campaign to commerce. With engagement moving to mobile first around the world, campaigns without commerce will result in wasted marketing efforts. Point of sale must be part of the strategy as we shift to a world of matrix commerce.Focus on conversion rate optimization. Conversion rate optimization takes center stage. How catalysts are built to create the right offer should be tested, measured, and optimized. This is the 8th C in the 9C’s of engagement.Design for people to people interaction models. B2B and B2C are dead. With context, individuals play different roles. This move to engagement and experience will require design thinking in crafting the P2P models of the future.Use marketing automation to gain efficiencies. Repetitive processes should be rapidly automated and even given to the CIO for maintenance. Scaling up with marketing automation is a key requirement for success. Address big and small data. Social and mobile provide great signals that can be used to make the shift from data to information. Finding patterns in the information helps marketers identify insights and then make the appropriate decisions. Marketers should focus on the business outcomes not the data.Expect more accountability in marketing budgets. With so much money flowing into marketing and digital efforts, expect a higher degree of scrutiny. Marketers must be prepared to talk financial speak. Moving to digital will improve accountability and lead to data driven marketing that many have sought in the past.
- Expect Seven Strategies To Emerge In The Shift To CDOConsequently, many marketing leaders are making the shift from CMO type roles to Chief Digital Officers as marketing leaders align technology closer with strategy. This shift from analog marketer to a Chief Digital Officer role will result in seven trends for 2013 (see Figure 1.)Figure 1. 2013 Trends Signal Shift From Classical CMO to Digital CMOs or Chief Digital OfficersDrive relevancy with context not content. Context trumps content as relevancy required to break channel fatigue. Relevancy will improves engagement metrics.Move mobile strategies from campaign to commerce. With engagement moving to mobile first around the world, campaigns without commerce will result in wasted marketing efforts. Point of sale must be part of the strategy as we shift to a world of matrix commerce.Focus on conversion rate optimization. Conversion rate optimization takes center stage. How catalysts are built to create the right offer should be tested, measured, and optimized. This is the 8th C in the 9C’s of engagement.Design for people to people interaction models. B2B and B2C are dead. With context, individuals play different roles. This move to engagement and experience will require design thinking in crafting the P2P models of the future.Use marketing automation to gain efficiencies. Repetitive processes should be rapidly automated and even given to the CIO for maintenance. Scaling up with marketing automation is a key requirement for success. Address big and small data. Social and mobile provide great signals that can be used to make the shift from data to information. Finding patterns in the information helps marketers identify insights and then make the appropriate decisions. Marketers should focus on the business outcomes not the data.Expect more accountability in marketing budgets. With so much money flowing into marketing and digital efforts, expect a higher degree of scrutiny. Marketers must be prepared to talk financial speak. Moving to digital will improve accountability and lead to data driven marketing that many have sought in the past.
- 1. Simple. Solutions should embody design thinking at the outset. Technology should not require a manual. Solutions should be easy to use and self-service. 2. Scalable. Solutions should flex up and flex down as demand changes. Technology must work in a wide range of environments.3. Safe. Organizations expect these solutions to not only integrate with ease but also not to harm existing systems or jeopardize how users perform daily work and operations. New technology must not adversely impact another proven system. 4. Secure. These solutions should pass encryption requirements, prevent data intrusion, and protect key intellectual property assets. Resources must be invested to fend off internal and external digital threats. 5. Sustainable. Consumer technologies must meet requirements for flexibility and adaptability over longer periods of time (e.g. 7 to 10 years). Platforms must allow users to extend and expand their functionality. Solutions should be extensible. 6. Sexy. Solutions must draw passion among users. Users must enjoy using the software.
- BEGIN WITH THE END IN MIND…What behaviors do you want to influence.Rewards much match desired outcomes and behaviorsTHE BIG SHIFTWe’ve shifted from selling software products, to selling service and support, to selling experiences. Now we’re really selling business models.WHY POOR ADOPTION IS COSTLYPoor adoption is painful and leads to significant loss of revenue and future growth opportunity to penetrate the market and modelENGAGEMENT JOURNEY MAPS ARE KEY TO SUCCESSSuccess requires us to rethink the engagement journey of adoption from the views of a:ProspectAdminManagerPower userCasual userJOURNEY MAPS PROVIDE THE STRATEGYThe adoption journey can be improved through gamification and game mechanics9C’S OF ENGAGEMENT PROVIDES THE INTELLIGENCEBefore we being, we need to think about how we plan to engage. We can apply the 9C’s of engagement to making this workSTART WITH THE END IN MIND…What behaviors do you want to influence.Rewards much match desired outcomes and behaviorsUNDERSTAND YOUR ORGANIZATION PERSONA BEFORE YOU PROCEEDAPPLY DEEPR TO SUCCEEDMAKING THE BUILD VS BUY DECISIONTraditional software providers, SaaS providers, business service providers 1. Business Service Provider (eg. ADP, Kaplan, Jillian Michaels) 2. Cloud Application provider (SFDC) 3. On-premise provider (SharePoint, IBM)State of software adoption (hopefully poor)Why engagement/adoption mattersHow gamification can helpShould they build or buy
- Innovation – Internal ideationPr/Marketing – Campaign creationService/Support – Support escalation and resolutionProjects - WorkspacesSales – Prospect augmentation
- Innovation – Internal ideationPr/Marketing – Campaign creationService/Support – Support escalation and resolutionProjects - WorkspacesSales – Prospect augmentation
- Customer Experience Metrics Company CultureDoes company support a culture of putting customer satisfaction ahead of profits?Does culture promote creativity and cross functional employee collaboration?Does culture accept different views of multi-generational workforce?Does culture promote employee training and skills developmentDoes culture support upward mobility and long term retention?Does culture support work-life balance?Does the culture provide rewards for employee for outstanding customer support?ChannelsWhat are the current primary channels for customer communications?What do you think will be the primary channels in two years?Is company developing support model for emerging channels?Do all channels consistently deliver the same level of customer support?Do you know the cost per transaction across all channels?Do you engage customers proactively across multiple channels?Do all channels have access to the same customer information?CommunityDoes company extend customer support into virtual communities of interest?Does company facilitate educating users through its virtual communities?Does company mine its customer’s experience into useful data?Does company increase the value for customers through using data to deliver new products and services?Does company support two way interactions with its customers through communities of interest?Does company actively support social CRM, online communities and social media markets?CredibilityDoes company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations?Does company promote trust through customer testimonials and case studies on ethical business practices?Does company promote truthful market campaignsDoes company make it easy for customers to complain?Does company build its reputation for standing behind its products with guarantees for satisfaction?Does company protect its customer data with high security measures>ContentWhat sources do you use to create customer content?Does company mine social media and blogs for customer content?How does your company sort, store and retain its customer content?How frequently does content get updated?What external sources do you use for customer content?How many responses are typically received from a knowledge management system inquiry?Does your company use customer content to design and develop new product and services?ContextDoes your company market to customers in clusters or individually?Does your company customize its messages and personalize them to specific needs of each individual customer?Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities?Does your company manage customer context according to channels used? For example identify personal use channels versus business channels?What is your frequency of collecting customer activities across various touch points?How is your customer data stored and analyzed?Is contextual data used for future customer outreach?CadenceWhich channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media?Does company make effective use of cross channel marketing to promote more frequent customer engagement?Does your company rate the patterns relevant for your product or service and monitor usage against this pattern?Does your company measure the frequency of both online and offline channels?Does your company apply metrics to the frequency of customer engagements with product or services revenues?Does your company consolidate data for customer engagement across various channels for a complete view of its customer?CatalystDoes company offer coupon discountsDoes company have a customer loyalty program or a VIP membership program?Does company mine customer data to target specific groups of buyers?Do internal employees serve as ambassadors for customer programs?Does company drive loyalty through social media loyalty programs?Does company build rewards based on using loyalty data?Does company offer an employee incentive program to drive customer loyalty?Currencies (I find it hard to differentiate this element from catalyst-they seem too closely connected)
- THE BIG SHIFTWe’ve shifted from selling software products, to selling service and support, to selling experiences. Now we’re really selling business models.WHY POOR ADOPTION IS COSTLYPoor adoption is painful and leads to significant loss of revenue and future growth opportunity to penetrate the market and modelENGAGEMENT JOURNEY MAPS ARE KEY TO SUCCESSSuccess requires us to rethink the engagement journey of adoption from the views of a:ProspectAdminManagerPower userCasual userJOURNEY MAPS PROVIDE THE STRATEGYThe adoption journey can be improved through gamification and game mechanics9C’S OF ENGAGEMENT PROVIDES THE INTELLIGENCEBefore we being, we need to think about how we plan to engage. We can apply the 9C’s of engagement to making this workSTART WITH THE END IN MIND…What behaviors do you want to influence.Rewards much match desired outcomes and behaviorsUNDERSTAND YOUR ORGANIZATION PERSONA BEFORE YOU PROCEEDAPPLY DEEPR TO SUCCEEDMAKING THE BUILD VS BUY DECISIONTraditional software providers, SaaS providers, business service providers 1. Business Service Provider (eg. ADP, Kaplan, Jillian Michaels) 2. Cloud Application provider (SFDC) 3. On-premise provider (SharePoint, IBM)State of software adoption (hopefully poor)Why engagement/adoption mattersHow gamification can helpShould they build or buy
- wait for commoditizationWill my competition do it first?Will it transform my business model?Can we beat our competition to it?Will it be commoditized soon?Can we wait?