Index
Note: Page numbers followed by f represent figures.
A
Accenture Institute for High Performance, 13
Accenture’s survey, 17
Accessibility, digital roadmaps, 105
Account management, 78
Acuity Market Intelligence (AMI), 164
Adobe Target, 79
Adoption stage, trend, 59–60, 60f
Agile, defined, 141
benefits over traditional methodologies, 141–144, 142f
better quality, 143
early ROI and early risk reduction, 144
efficiency, 144
faster time with greater predictability, 143
Codeathons and Hackathons, 147
daily Scrum or standups, 146–147
overview, 140
product backlog, 146
product owner, 145
ScrumMaster or project manager, 146
sprint planning meeting, 146
sprint retrospective, 147
sprint review meeting, 147
sprints or iterations, 145
Airbnb, 57
airbnb.com, 54
Altimeter Group, 3
Amazon (Amazon.com), 5, 26, 34, 76, 116, 118, 152, 160
Barnes & Noble and, 37
InstaCart, 20
Kindle Fire, 36
Prime Now, 20
transformation, 37
American Association of Booksellers, 34
American Express, 71
Angelo, Alfred, 76
Apple, 26, 30, 32, 39, 57, 154
Apple Music, 154
Apple Pay, 157
App stores, 76
“Arab Spring,” 54
Arkwright, Richard, Sir, 9–10, 11
Asimov, Isaac, 149
ATMs, 16
Audience profile, digital strategy and, 86–91, 87f
customer segments, 89
users’ needs and business goals, 89–91
Auto insurance, 50
B
Backlog, 146
Ballmer, Steve, 57
Banking industry
Accenture’s survey, 17
customer demand, 16
as digitally reactive, 16
digital transformation need for, 16
mortgages, 16
“non-banks” and, 17
Bank of America, 157
barnesandnoble.com, 37
Barnes & Noble, 34, 35, 36–37, 40, 74
Amazon and, 37
strategic advantage, 37
Basecamp, 148
BBVA, 158
Beats One, 155
Benchmarking, capabilities, 80–84
digital maturity scale, 80–83, 81f
focus and, 84
regular repetition of, 84
Best Buy, 41
Best practices
benchmarking capabilities and, 83–84
implementing, 5
Betterment, 54
Big Bang Disruption, 24
Big data visualization, 153–154
Biometric identification, 162–163
Blackberry phone, 57
Blockbuster Video, failure of, 18, 40, 41–42, 154
Blue Apron, 53
Borders, 34
Botsman, Rachel, 43
Brand awareness, 12
Budget approvals, digital, 135
Burberry
as transforming company, 27–29
Business
capitalization and, 38
comparison with competitors, 39–40
digital tactics without digital vision, 38–39
customers voice and growth of, 11–12
traditional vs. new, 12
Business and technology roadmaps, 107–108
Business innovations, digital trends and, 55
Business model
need for change, 1
new, digital trends and, 50
Business silos, digital impacts on, 10–11
C
Capabilities. see Digital capabilities
Capitalization, companies failure and, 38
Career factors, digital trends and, 53
Casper Sleep (Casper.com), 5
as disrupting company, 26
product innovations, 56
Centralized digital team, 116–117
need for, 1
organic search engine results, 66–68, 68f
Charts, use of, 98
Chief Data Officer (CDO), 122, 123
Chief Digital Officer (CDO), 133–134
responsibilities sharing, 122–124
right candidate selection, 122
Chief Information Officer (CIO), 122, 123
Chief Marketing Officer (CMO), 122, 123
Chief Technology Officer (CTO), 122, 123
Christensen, Clayton M., 13–14
Circuit City, failure of, 17–18, 41
Citibank, 157
Cloth manufacturing
before Industrial Revolution, 8
invention after Industrial Revolution, 8–9
Cloud computing, 13
Cloud technology, 55
in transformative digital business model, 21
Codeathons, 147
Communication, digital program, 137–139
Company(ies). see also specific entries
disrupting (case studies)
Casper Sleep, 26
expertise identification, 5
failure, at digital, 38–48 (see also specific entries)
technology reasons, 48
transformative (see Transformative companies)
transforming from traditional (case studies)
Competition, transformation and, 3
Competitors, comparison with, 39–40
Complexity, digital roadmaps, 108
Connected cars, 37–38, 158–160
Constituents, digital trends and, 50, 62
Consumer behaviors, digital trends and, 53
career factors, 53
family and friend factors, 53
financial factors, 54
lifestyle factors, 53
Corporate culture and, 45
Covey, Stephen, 36
Crate & Barrel (C&B), 75
CrazyEgg, 79
Creative thinking, 9
Crovitz, Gordon, 13
Cryptonomicon, 150
CSS (Cascading Style Sheets), 76
C-suite, 44, 115, 116, 122, 131, 137
Cuff.lo, 58
Culture. see Digital talent and culture
Customer-centric culture, 15
Customer-centric financial services, 16–17
Customer demand, 13
for banks, 16
changing, transformation and, 3
Customer experience. see also Experience
recreation, 21
reimagination, 21
Customer-focused evaluation and monitoring processes, 63
Customer(s), 2
identification
touchpoints, 62
touchpoints, 93
role, 2
segments, 89
Customer service, 78
Customers voice
Customization, 77
Cyber cities, 150
Cybernetics, 150
D
Data, planning of transformative companies, 22
Data sources, trend analysis, 62
Decentralized digital resources, 118–120
Deloitte’s 2015 Tech Trends Report, 121
Delta, 71
Diagrams, use of, 98
Digital
Big Bang Disruption and, 12–14
concept, 64
customers voice through, 11–12
impacts, 7
vs. Industrial Revolution, 7–10
Digital age, 1
Digital capabilities
digital maturity scale, 80–83, 81f
focus and, 84
regular repetition of, 84
Digital Center of Excellence (DCoE), 120–121
Digital companies vs. non-digital competitors, 21
Digital disruptions, 2
and digital trends, 49 (see also Digital trends)
Digital fads, 50
Digital first culture, 131–132. see also Digital talent and culture
Digital immigrants, 115
Digital maturity model, 51, 52f
Digital maturity scale, 66, 80–83, 81f
immersive digital maturity, 82
primitive digital maturity, 81
progressive digital maturity, 82
reactive digital maturity, 81–82
transformative digital maturity, 82–83
Digital natives, 115
“Digital Natives, Digital Immigrants”, 115
Digital resistors, impact of, 133–135
Digital resources
federated, 118
managed, 118
shared, 117
Digital Revolution, 8
early stages, 10
and Industrial Revolution (similarities/comparison), 7–10
digital audience profile, 86–91, 87f
customer segments, 89
users’ needs and business goals, 89–91
frameworks, 97
visuals, 97
touchpoints, 93
overview, 86
planning, 136
rapid prototypes creation, 97–100
dynamic planning, 100
mockups design, 99
responsive HTML prototypes, 100
sketches, 99
Digital tactics, without digital vision, 38–39
Digital talent and culture
digital resistors, impact of, 133–135
thought leaders, 132
training, 128
Digital team(s), 5
roles of, 124f
operations, 125
product management, 125
Digital thinking, 5
Digital transformation
addressing resistance and, 5
agile framework and (see Agile transformation)
for banking industry, 16
best practices, 5
changing customer demand and, 3
changing technologies and, 3
cloud technology architecture and, 21
competition and, 3
defined, 19
key drivers, 3
“on-demand” business model and, 20–21
organizational capabilities and (see Organizational capabilities)
overview, 15
process, 1
recreation and, 21
redesigning and, 19
reimagination and, 21
steps to start, 5
vision creation and, 5
Digital trends, 49–63. see also Trend analysis
business innovations and, 55
constituents behavior and, 50
consumer behaviors and, 53
career factors, 53
family and friend factors, 53
financial factors, 54
lifestyle factors, 53
digital disruption and, 49
digital fads, 50
digital maturity model, 51
driver, 52f
environmental drivers, 54
economic factors, 54
societal factors, 55
future prediction, 51
new business models identification, 50
overview, 49
magnitude, 57
process innovations and, 56
product innovations and, 56
technology innovations and, 55
Disney, 5
lessons form, 30
as transforming company, 29–30
Disrupting companies (case studies)
Casper Sleep, 26
Disruptive product, 31
Domo, 79
Dorsey, Jack, 30
Driver(s)
digital transformation, 3
digital trends, 52f
business innovations and, 55
career factors, 53
consumer behaviors, 53
economic factors, 54
family and friend factors, 53
financial factors, 54
lifestyle factors, 53
process innovations and, 56
product innovations and, 56
societal factors, 55
technology innovations and, 55
Drones, 160
Dynamic digital roadmaps, 106
Dynamic planning, digital strategy, 100
E
Economic factors, digital trends and, 54
Ecosystem, digital, 69–73, 70f
mobile app ecosystem, 70–72, 72f
social media profiles, 73
Efficiency, agile transformation, 144
eHarmony, 53
Electronic fund transfers, 16
eMarketer, 62
Endeavor Partners, 58
Enterprise digital strategy, 95–97. see also Digital strategy
frameworks, 97
visuals, 97
Enterprise-wide digital governance processes, 135–139
budget approvals, 135
program communication, 137–139
roadmap prioritization, 135–136
strategic planning, 136
Enterprise-wide digital spend oversight, lack of, 47
Environmental drivers, digital trends, 54–55
economic factors, 54
societal factors, 55
Evaluation and monitoring processes, customer-focused, 63
responsive website design, 76–77
website and application navigation system, 77
F
Facebook, 30, 50, 55, 60, 69, 73, 75, 87, 134, 161
Failure, of companies at digital, 38–48
technology reasons, 48
Family and friend factors, digital trends and, 53
FastPass ride ticket, 29
account management, 78
customer service, 78
customization, 77
Federated model, 118
FedEx, 56
Financial factors, digital trends and, 54
Financial services
alternatives, 17
FinTech, 158
FitBit, 56
Fitness trackers, 31, 56, 57–58
Flurry Analytics, 79
Focus
on capabilities, 84
Forbes, 21
Ford, Henry, 150
Forrester Research, 121
Fox TV, 36
Frameworks, enterprise digital strategy, 97
Future prediction, digital trends and, 51
G
Gaming industry, 150
Gantt charts, 148
Gartner, 62, 95, 111, 121, 163
Gates, Bill, 5
GetResponse, 79
Gmail, 71
Google, 5, 26, 67–68, 71, 116, 118, 130, 155
Google Calendar, 71
Google Docs, 71
Google News, 71
GPS iPhone app, 39
H
Hackathons, 147
Hargreaves, James, 9
Harvard Business Review, 13
Heartcheck Pen, 155
HelloMemi.com, 58
Hertz, 71
Hertz 24/7, 71
Higher-end customers, 14
Hololens, 161
HuffingtonPost.com, 55
Hulu.com, 155
Hybrid model, 71
I
IF This Then That (IFTTT.com), 69
Iger, Bob, 29
IIoT. see Industrial Internet of Things (IIoT)
Immersive digital maturity, 82
Industrial Biodynamics, 33
Industrial Internet of Things (IIoT), 150–153
Industrial Revolution, 24. see also Technology(ies)
Arkwright’s contributions, 9
cloth manufacturing before and after, 8–9
and Digital Revolution (similarities/comparison), 7–10
Jenny (spinning engine), invention of, 8–9
thread spooling process invention after, 8–9
Industrial robots, 166
Initiatives, digital roadmaps
by categories, 109
complexity, 109
by costs, 109
impacts, 110
prioritization of, 110
by release dates, 109
Innovations, 10
changes, 13
digital trends and
business, 55
process, 56
product, 56
technology, 55
at transformative companies, 22–23
InstaCart.(Amazon), 20
Integral Reality (IR), 161
invention, 10
Internet of Things (IoT), 11, 121, 150–153
IoT. see Internet of Things (IoT)
iPhone, 57
iPod, 57
Iterations, agile transformation, 141, 145
iTunes, 154
J
Jenny (spinning engine), 10
improvement, 9
Jira, 148
Jobs, Steve, 30
touchpoints, 93
JPMorgan Chase, 157
K
Kayak, 42
Keyless Signature Infrastructure (KSI), 163
e-book library, 36
sales, 40
Kindle Fire, 36
Kipling, Rudyard, 149
Kissmetrics, 79
L
Layers, of digital capabilities, 64–80, 65f
Lending Club, 54
Lifestyle factors, digital trends and, 53
Lifestyle trend sites, 53
Litan, Avivah, 163
Lockhart, Thurmon, 33
Longevity potential, trend, 57–58
Los Alamos National Security Center, 33
Low-end customers, 14
Lowes, 74
M
Magnitude potential, trend, 57
Managed model, 118
Marketplace reasons, of companies failure, 41–43
lack of ability, 43
lack of understanding, 43
Match.com, 53
McDonalds, 165
m-Commerce (mobile commerce), 164
“m-dot” site, 76
Media Audit, 53
MeetUp.com, 53
MetLife, 26
Microsoft, 5
MIT Center for Digital Business and Capgemini Consulting, 3, 21
Mixpanel, 79
Mobile app ecosystem, 70–72, 72f
Mockups, design, 99
Morgan Stanley, 40
Mortgages
traditionally model for, 16
Motorola, 133
Multichannel services, 74
Multivariate testing, 79
Musk, Elon, 159
“MyMagic+” band (Disney), 29
N
Nabisco, 100
National Highway Traffic Association, 158
neighborgoods.net, 54
digital transformation at, 19–20
Neuroscreen, 156
The New York Times, 89
Next-shoring, 56
as transforming company, 30–32
Nike Fuel community, 53
Nike+ Training App, 31
Nike Training Club for Women, 92
NikeWomen website, 92
Non-banks, 17, 157–158. see also Banking industry
Non-digital competitors, 21
vs. digital companies, 21
O
Oculus VR, 161
Olander, Stefan, 30
Omniture, 78
“On-demand” business model, 20–21
Onlywire.com, 69
Operational processes
need for change, 1
Operational reasons, of companies failure, 46–47
lack of enterprise, 47
silo mentality, 47
traditional heavy processes and, 46–47
Opportunity(ies)
quantification of, 63
Optimizely, 79
Organic search engine results, 66–68, 68f
Organizational capabilities, digital transformation and
Chief Digital Officer, appointment of, 121–124
responsibilities sharing, 122–124
right candidate selection, 122
Digital Center of Excellence (DCoE), 120–121
digital talent and culture, development, 126–135
digital resistors, impact of, 133–135
thought leaders, 132
training, 128
digital team roles, 124f
operations, 125
product management, 125
enterprise-wide digital governance processes, 135–139
budget approvals, 135
program communication, 137–139
roadmap prioritization, 135–136
strategic planning, 136
model selection, 116
centralized digital team, 116–117, 117f
decentralized digital resources, 118–120
federated digital resources, 118
managed digital resources, 118
shared digital resources, 117
Organizational reasons, of companies failure, 44–46
absence of digital leaders, 44
corporate culture and, 45
C-suite and leadership role and, 44
digital teams and
selection, 45
staff selection and, 45
OurTime.com, 53
P
People-focused strategy, of transformative companies, 22
Personal Capital, 54
Philips, 165
Photos, use of, 98
PicknTell, 76
multivariate testing, 79
Political factors, digital trends and, 54–55
Potential, trend. see Trend potential
PowerPoint presentation, 88
Predictability, agile transformation, 143
Predictive analytics, digital trends and, 51
Pre-digital, 11
Prensky, Marc, 115
Prime Now (Amazon), 20
Primitive digital maturity, 81
Prioritization
of initiatives in digital roadmaps, 110
visualization, digital roadmaps, 111–113, 113f
Process innovations, digital trends and, 56
Product backlog, 146
Product innovations, digital trends and, 56
Product management, digital teams, 125
Product owner, 145
Program communication, digital, 137–139
Progressive digital maturity, 82
Project manager, 146
Prosper, 158
Prototypes, 23
rapid, digital strategy and, 97–100
dynamic planning, 100
mockups design, 99
responsive HTML prototypes, 100
sketches, 99
PwC bank, 17
Q
Qlikview, 79
Quality, agile transformation and, 143
Quantifying value matrix, digital roadmaps, 111–113, 112f
Quicken Loans, 16
R
Railroad system, invention of, 9
Rapid prototypes, digital strategy and, 97–100
dynamic planning, 100
mockups design, 99
responsive HTML prototypes, 100
sketches, 99
Reactive digital
banking industry (example), 16–17
defined, 15
vs. transformational digital, 15–16
Reactive digital maturity, 81–82
Reactive transformation vs. responsive transformation, 10
Real-time feedback, agile transformation, 142–143
recyclebank.com, 54
Redbox, 18
Redesigning, 19
transformation vs., 19
Research In Motion (RIM), 57
Resistance, addressing, 5
Responsive HTML prototypes, 100
Responsive transformation
vs. reactive transformation, 10
Responsive website design, 76–77
Results measurement, digital, 136–137
RFID chips, invention, 10
Rift, 161
Ringly.com, 58
Risk management, agile and, 144
Roadmaps, digital
accessibility, 105
business and technology, 107–108
complexity, 108
dynamic, 106
initiatives
by categories, 109
complexity, 109
by costs, 109
impacts, 110
prioritization of, 110
by release dates, 109
prioritization visualization, 111–113, 113f
quantifying value matrix, 111–113, 112f
technology representation, 110–111
visual aspect, 107
Robotic sewing machine, 166–167
S
Salon.com, 55
Sampat, Neha, 121
Sandberg, Sheryl, 30
Scanadu, 156
Scoring model, trend, 62
ScrumMaster, 146
Search Metric, 69
Segment.io, 79
“7–11 convenience store” concept, 42
Shared model, 117
Sharing economy model, 43
SigFig, 54
Silo mentality, 47
Silos, 47
Sketches, 99
Skype, 129
Slip-and-fall simulator, 33
SM2, 53
Smartsheet, 148
Smith, Orin, 30
Snapchat.com, 55
Socialization, digital roadmaps, 106–107
Social media, 10, 30, 50, 68–69. see also Facebook
digital trends in, 50
Social media profiles, 73
Social network, for customers voice, 11–12
Social Science Research Network, 97–98
Societal factors, digital trends and, 55
Spotify, 154
Sprints, agile transformation, 145
planning meeting, 146
retrospective, 147
review meeting, 147
Stand-alone GPS systems, 13
Staples, 74
“Star Trek,” 149
Steam engine
invention of, 9
Stephenson, Neal, 149
Stock exchange
invention of, 9
Strategy. see Digital strategy
T
Tableau, 79
Talent. see Digital talent and culture
Target, 74
TechCrunch, 121
Technology(ies), 20, 30–31. see also Industrial Revolution
changing, transformation and, 3
companies failure and, 48
internal use of social collaboration capabilities, lack of, 48
legacy infrastructure, 48
Technology innovations, digital trends and, 55
Telegraph, invention of, 9
Telemedicine, 155
Tesla, Nikola, 165
Tesla Motors, 159
theartofthetrench.com, 28
TheDrudgeReport.com, 55
Thought leaders, 132
Thread spooling process, invention after Industrial Revolution, 8–9
3D printing, 39
3D prototype, 90
Touchpoints, identification of, 62, 93
Traditional businesses vs. new company’s potential, 12
Training, 128
Transformation. see also Digital transformation
vs. redesigning, 19
responsive vs. reactive, 10
Transformative companies
data planning of, 22
people-focused, 22
prototypes, 23
trend analysis, 22
Transformative digital. see also Digital transformation
Transformative digital maturity, 82–83
Transforming companies (case studies)
Trello, 148
Trend analysis, 22, 61–63. see also Digital trends
company perspectives identification, 61
constituents identification, 62
customer-focused evaluation and monitoring processes, 63
customers identification, 61–62
touchpoints, 62
opportunities quantification, 63
scoring model, 62
touchpoints to customers, identification of, 62
trend-related research and data sources, 62
trendhunter.com, 150
Trend Lifecycle, 63
Trend potential, 56–57. see also Digital trends
magnitude, 57
Trend-related research, 62
Trends analysis, 51. see also Digital trends
Trend scoring model, 62
Trendwatching, 30
Tricorder, 156
Twitter, 30, 60, 69, 73, 87, 93
U
Uber
“cease and desist” protest against, 24
UberPop, 24
UberX, 24
Unbounce, 79
United Parcel Service (UPS), 56
as transforming company, 32–33
Universal streaming media, 154–155
Unmanned aerial systems (UAS), 160
UpWork, 129
U.S. Defense Advanced Research Projects Agency (DARPA), 149
Use cases, identification of, 94–95
V
Vehicles, autonomous and connected, 158–160
Vendors, 61
Verne, Jules, 149
Vision, creation of, 5
Visual aspect, digital roadmaps, 107
Visualization
prioritization, digital roadmaps, 111–113, 113f
Visuals, enterprise digital strategy, 97
Voice biometrics (VB), 162
VR/AR platforms, 161
W
Wall Street, 157
Wal-Mart, 74
Warby Parker, 5
business innovations, 55
Wealthfront, 54
Wearables
Apple watch, 60
concept of, 56
fashion conscious, 58
fitness tracker, 31, 56, 57–58
Website and application navigation system, 77
WebTrends, 78
What’s Mine Is Yours, 43