DigiTech Magazine - UK CIO2020 - Spring 2015 - Page 11

...................................................................................................................................................................................... TRAVELSPORTGAMES AT NORTH HIGHLAND WE DEFINE DIGITAL CAPABILITY ACROSS THE FOLLOWING FIVE AREAS: 20% Perception my experience I often hear from IT “We don’t have the of In change 20% time or money to keep up Business with business demand” and 80% Business IT from the business “IT is already too expensive for us to be 80% IT competitive”. So, let’s take a look at the IT effort: Change to keep the lights on Keeping the lights on Change to meet the business need Change to meet the business need Change to keep pace with the basics Change to keep pace with the basics 4. Digital Disruption – Introducing disruptive 30% 20% 20% 30% IT Effort changes in existing markets, or creating new 30% 20% 20% 30% IT Effort ones. For example look at Uber, technology innovation allows them to disrupt their Iterative As Iterative you can see from the diagram above around IT effort, Traditional markets and even create brand new ones. The lights on only consumes about 20% capability here is to Iterative use digital technology to Iterative genuinely keeping the Traditional of IT effort. There is 30% of time used on ‘change to keep aid innovation. the lights on’ – or the business will complain about a Traditional Iterative 5. D  igital Change – The process, technology, Traditional deterioration of service. Also a further 30% on ‘change to TIME TIME TIME governance and culture that Traditional underpins an keep up with the Iterative basic expectations of IT Services’ – or Traditional organisations’ ability to change services TIME business feels IT is falling behind TIME TIME and implement new ones. This capability Brains of IT in-house underpins the other 4. It is the ability to deliver 20% Business Agile development technology enabled change at a pace that is Brains of IT in-house Perception of change orders of magnitude higher than non-digital Build to change IT Agile development 80% organisations. Digital Change – IT functions need to develop technical agility and improve their responsiveness. They need to professionalise their change in order to stay relevant. Their ability to rapidly respond to business demand underpins the other 4 areas. This is a big cultural shift for the IT function. 3. Digital Relationships – New channels, new touch points and new ways of interacting with users. Whether it’s B2B or B2C or B2E to keep – digital scales, without scaling Change the cost, and the lights on provides more choice and efficiency for the customer, so digital organisations are driving Keeping the all relationships to lights this on channel. Digital Relationships – There is a challenge for ownership. The customer is often owned outside IT as it is seen fast moving enough with the IT that drives revenue/market share. However the result is multiple systems holding customer data that doesn’t join up, which will be seen as IT’s problem. 2. Digital Efficiency – Automation on an enterprise scale makes new things possible. Automating workflow and business processes, removing wait states and hand-offs drives huge improvements in quality, scalability and efficiency. It also gives the customer immediate fulfilment. If 24x7 digital services leave a queue of work for people in the morning – that just doesn’t scale. Combining this with a lean Perception and systems thinking approach of change has a huge impact. Digital Efficiency – We need to get support to change busin W72&6W76W2B2WV7FVBFWFFR'WBFP6Ɩf6F&WV&VB2gFV&W67FVB'FR'W6W72ࠐtFvF&GV7G2( 2W6r6gGv&RF6fP&&V2BVWBW6W"VVG26gGv&P2VFrFR66v&B&V6W6RFvF&GV7G2&RV6W"F&fR@FW6( 2FR&'FbFV"6"FB06gGv&R2WfW"7&V6rB2FB6&PWw&FVBvFWBvrFv&vRN( 2VvPFffW&VFF"ࠐFvF&GV7G2BFvFF7'WF( 2vRVVBF7F&VWfBBf&FW6vBVFW'2VVBFvWBfFV@FFRF&R6R6FBfVRF66RBFW6v&Vf&RR&R6VBFFVw&FR"GW7G&Ɨ6R7W'@&GV7BFBv6( B'VBvFWW&V6RbFrFBकBeT5D'VBF6vP&fW76FWb0f"FvF&v6F2FR6VvRV6`BeT5D&fW76FWb0FW6R&V226vf6BV6&VBf6W2G2v6FR'W6W726vPgFVfVVB2FrfW'ƗGFPFVW6vR6vPFVWBFPFRƖvG26VvR6bFvF&v6FvG2FvrvVV@6FVW26vP&W76RFFV &WV&VVG2BgFV'W6W70FVV@FW6WFRFW6R&V2vB&RFR6VvW2f"FP&RvWGFr&Rg&Ч6FpBvWfW"fR6VV6W&F6vRFVW6PFW&FR&6VWrFPvrvVV@6FVW26vPW7FrBgV7FFW&R2fw3ƖvG0vFcPFR&670FvF&v6F2FB֖FFP6VV2FFRV66W"b6'FW FW&FR&66W"b6'FW $5U$TT@$5U$TT@5UĔU%0rVG'67@#PrVG'67B'VBF6vP'VBF6vR7VV@vRFWfVV@6FVW26WFFvRFWfVV@3P3P#PBVff'@VFV6vW06FVW26WFFVFV6vW04vR7&r#R77VPFW&FfPG&FFFW&FfP7VV@5UĔU%0W72FR6vB&R6W&FFWFrFffW&VFǓG&FF