Driving Digital Transformation Across Lines of Business

Transcription

1 The Digital Guest List Expads: Drivig Digital Trasformatio Across Lies of Busiess Author Toya McKiey Head - Digital Strategy Cosultig ad Solutios, Global Cosultig Practice William Qui Director - Digital Strategy Cosultig ad Solutios, Global Cosultig Practice Abstract At most orgaizatios, marketig has bee the visioary ad champio for digital strategy, projects ad ivestmet. But, digital is chagig more tha how we buy ad cosume-it s chagig the way we work, play, ad live. It s time to take digital beyod marketig. As digital techology cotiues to mature ad evolve, we ca apply digital capabilities-social, mobile, cloud, ad big data-across the orgaizatio to improve profit, reduce costs, ad make both customer ad employee happier. At a miimum, a eterprise-wide digital strategy will help you leverage curret ad plaed digital ivestmets across all fuctios. So, expad the guest list at the ext Digital Strategy meetig. Brig Sales, Service, HR, Legal ad Fiace to the discussio.

2 Digital Trasformatio: Beyod Marketig Orgaizatios readily see the advatage i digital marketig. Now imagie your market advatage if you digitally eable your etire compay. The busiess case for social collaboratio to better egage with customers holds true for product lauches ad eve cotract egotiatios. If cloud-based applicatios give Marketig speed ad savigs, why ot HR, Legal ad Fiace? If mobile makes ecommerce more efficiet, why could it ot improve procuremet processes with parters? Much of what we aspire to exterally, is exactly what we eed iterally: commuicatio, collaboratio ad coordiatio. Uquestioably, the digital uiverse sigificatly impacts marketig. But the public perceptio ad customer receptio of a compay s brad affects the success of every departmet i the compay-ot to metio the orgaizatio s bottom lie. Ad compaies that ca use techology to lear ad egage with their curret ad future customers as well as their fellow employees ca dramatically outpace the competitio. Every eterprise fuctio is ad will udergo dramatic chage due to digital advaces, eve if you re ot plaig ad guidig that chage. Eterprise fuctios that leverage these digital capabilities will experiece efficiecy ad bottom lie beefits. The questio is, will you be reactive or proactive? Will your digital trasformatio lurch forward i discrete silo s? Or leap forward with a itegrated, coordiated strategy? Leveragig Digital Marketig Ivestmets Marketig is ad will remai for some time at the leadig edge of eterprise digital strategy. Programs ad plas for social, mobile, cloud ad big data aalytics are commo i marketig. May marketig groups are out of the experimetatio stage ad are operatioalizig digital efforts. Idicatios of this maturity iclude the followig: Templates for digital marketig strategy ad methodology are readily available Digital marketig processes ad activities are beig automated Measures ad KPIs are movig towards broad acceptace Digital marketig solutios have already proliferated ad cosolidatio is uderway Software, tools, ad platforms are reachig eterprise performace, scale ad stadards Eterprise software packages-such as SAP ad Oracle-are providig basic digital features ad fuctioality 2

3 Collab. Tech. 21% 40% Social Media 19% 33% Cloud Computig 30% 41% BI Mobility 24% 25% 46% 48% Emergig Ecoomies Developed Ecoomies (Source: Oxford Ecoomics) Ivestmets i Digital Techologies Should Be Leveraged Across the Etire Eterprise Propesity of Org. to Sped (20% +) o Digital Tech. i Next 5 Years (% Surveyed) Figure 1 Marketig is progressig i all four dimesios of digital trasformatio social, mobile, cloud, big data, makig ivestmets ad gatherig best practices that ca lead the rest of the orgaizatio through their digital trasformatio. Social. Social etwork egagemet, social promotio, compay commuities, ad social listeig are becomig commoplace. As we oted i The Digital Eterprise: A Framework for Trasformatio i this issue of Perspectives, operatioalizig digital capabilities meas creatig systems of egagemet, ad digital marketig will be the first to reach that maturity with tools ad applicatios that offer real-time, eterprise level moitorig, automatio, ad aalytics of social egagemet. As more eterprise applicatios embed social capabilities ito their applicatios, ay orgaizatio will have a miimum level of social egagemet. I each of the sectios that follow, we explore how other fuctioal areas ca apply the social tools ad techiques that marketig has pioeered. Marketig will also be the first to fid busiess value i huma dyamics areas of social etworkig-game mechaics, crowd behavior, ad crowdsourcig. These advaced approaches i drivig ad harvestig behavior hold the promise of fosterig customer relatioships of previously uimagied itesity, itegratio ad loyalty. Ad, as Marketers crack the cosumer behavior code via aalytics ad social egagemet practices, other areas of the orgaizatio will have the busiess case to adopt these practices as well. Mobile. Most marketig websites are mobile these days, ad may marketig teams have experimeted with mobile applicatios icludig games. Ad who has t see a QR code? Mobile coupos tout wild success, ad mobile search will be a o-braier for ay idustry with a physical presece. Some of the most iovative ideas are comig from the itersectio of mobile ad traditioal chaels. Retail has already started meldig their store experiece with mobility, creatig a etirely ew egagemet ladscape for shoppers. Certaily, Secod Scree -the itersectio of televisio ad mobile devices-is re-egieerig our viewig habits. 3

4 Digital Tred Cloud. Marketig has bee a early adopter of Cloud applicatios focused o eablig differet aspects of the Marketig fuctio. As more compaies move towards Systems of Egagemet (which are primarily Cloud-based), the Eterprise portfolio will icreasigly reflect a higher percetage of Cloud-based applicatios. Big Data. Marketers are at the tip of the iceberg here. As social ad mobile programs icrease, the amout of ustructured data will also. While quite a few compaies have recogized ad begu tappig the power of ustructured data (Best Buy, poster child of text miig), ot may have take the steps to itegrate social ad mobile data ito their curret data architecture. Fusig the data together will allow marketers to begi leveragig more advaced Big Data aalytics approaches ad drive those ew isights ito their marketig programs. The big questio i Big Data ad Marketig is, what do t you kow? Still, for ow, marketig leads most compaies strategy ad ivestmet i digital capability. The ext questio is, how else ca you leverage those ivestmets? Digital Marketig Ivestmets Have High Value Across The Orgaizatio Marketig Ivestmets Sales Service R&D Legal Fiace HR Social Social Ads/Offers X X Social Multimedia Sharig X X X X Social Collaboratio/Co-creatio X X X X X X Commuities/Social Networkig X X X X Crowdsourcig X X X X Social Reviews ad Ratigs X X X X X Social Listeig/Moitorig X X X X X Social Etertaimet/Gamig X X X X X X Mobile Mobile eabled web X X X X X X Mobile computig/applicatios X X X X X X Mobile platforms X X X X X X Mobile Security ad Goverace X X X X X X Mobile Commerce X BYOD X X X X X X Cloud SaaS, PaaS, IaaS X X X X X X Public, Private, Hybrid Clouds X X X X X X Cloud Providers/Vedors X X X X X X Cloud Data ad Security X X X X X X Big Data Ustructured, Multimedia Data Maagemet X X X X X High Volume Data Aalytics X X X X X Social ad Mobile Data/Aalytics X X X X X Big Data Storage ad Eviromets X X X X X X Advaced Aalysis Techiques X X X X X X Big Data Visualizatio X X X X X X Table 1 4

5 Customer Service: Lead Player i Customer Experiece Close o the heels of Marketig i terms of digital strategy ad egagemet is customer service ad support. Certaily you ca t leave customer service out of a digital customer experiece iitiative (a effort usually led by marketig). I fairess, customer service was a fairly fast adopter of digital tools for egagig with customers: olie chat, cross-chael itegratio, voice iterfaces, ad aalytics for routig. The problem is that customers are choosig their ow tools ad chaels. Istead of callig their customer represetative or poppig up the hady-dady chat widow from the website, they re tweetig complaits ad askig questios, Facebookig their frieds about how to use your product, ad Yelpig that you re ot meetig their expectatios. Further, they actually expect you to kow they re o those o-compay chaels ad respod. Extedig Digital to Customer Service Social. Iitially social queries were hadled by Marketig, but more ad more compaies are trasitioig the hadig of issues ad complaits to customer service ad support groups. Customer services software vedors have recogized this eed ad are addig more digital chael trackig ad maagemet capabilities. This is essetial, because o matter what chaels customers choose, they wat seamless egagemet across them all. Customer Service ad Marketig will eed to coordiate strategy ad tools for egagig directly i social media ad etworks ad chage these statistics for social service: 72% of compaies have ot yet itegrated social media ito their busiess customer service operatios (source: Social Media has to be itegrated ito Customer Service) Oly 16% of orgaizatios curretly see social media as a key customer service chael (source: - Social Media has to be itegrated ito Customer Service) Over 58% of people who have tweeted about a bad experiece ever received a respose from the offedig compay (source: - Customer Service Through Social Media: The game has chaged) 55% of cosumers expect a respose the same day to a olie complait yet oly 29% receive oe (source: - Customer Service Through Social Media: The game has chaged) 43% of cosumers say that compaies should use social media to solve customers problems (source: - Customer Service Through Social Media: The game has chaged) Mobile. After we mobile-eabled our websites, a secod mobile to-do was allow customers to eter issues via mobile devices. Next steps are to truly leverage mobility to improve customer service usig the real-time, i-cotext data provided by Mobile devices. Mobility gives orgaizatios the opportuity to 5

6 Case I Poit: The ROI of Peer-to- Peer Problem Solvig This May, The Ecoomist reported that TomTom, a maker of satelliteavigatio systems, deployed peer-topeer social support. Withi two weeks, participatig customers hadled 20,000 cases, savig TomTom approximately $150,000. The Ecoomist cited Garter estimates that social support commuities could save compaies as much as 50% o support costs, but cautioed compaies to keep a eye o customer satisfactio. The future of customer support: Outsourcig is so last year, The Ecoomist, Babbage Sciece ad Techology, May 11th 2012, 16:34 by M.H. SEATTLE age/2012/05/future-customer-support support field service persoel ad eve users as they directly service ad iteract with your product. For istace, usig mobile devices plus product istrumetatio (HVAC, Automobiles, Electroics, etc.) to improve support ad service calls. Cloud. Customer service was a early frotier for software-as-a-service vedors. Cloud-based offerigs that combie Big Data ad workflow will grow i importace, as compaies react to the eed for real-time respose to customer issues. Big Data. For quite some time, to avert risk, most call ceters have recorded calls. Big Data techiques give you the power to icorporate this rich, variable, ustructured call data ito daily operatios. Customer Service Outside the Phoe Box: Customers Helpig Customers Each fuctioal area will fid their ow uique value i digital techologies ad treds-providig diversity ad ideatio to the digital strategy developmet. For Customer Service, a form of crowdsourcig is provig to be a core source of digital ROI: peer-to-peer support ad service. Peer to peer support primarily developed outside the walls of the orgaizatio as customers took advatage of ope social etworks ad sharig to coect ad help oe aother. Customers aswer each others questios ad solve problems with o support or expediture from the eterprise. Your customers ad o-compay experts ofte uderstad problems better tha your official compay represetatives. Certaily, they uderstad products i differet ways tha the compay itself. Ad, credibility ad trust is higher amog customers tha with the compay. Customer Service Future i Digital Strategy ad Executio: The Digital Hub As a critical customer touchpoit, Customer Service is essetial to ay customer experiece strategy, both as a executio poit ad as a source of data ad feedback to guide strategy. Customer Service may have a still bigger role to play i the etire digital eterprise strategy as a itegrated, omi-chael Digital Egagemet Ceter. While digital ca eable the etire orgaizatio ad push egagemet to the edges, a cetralized hub that moitors, aalyzes, automates ad maages all chaels would be a defiite competitive advatage. Ad, establishig a digital egagemet ceter ca be a helpful, if ot permaet, stage i your roadmap to deployig ad maturig digital systems of egagemet as well as developig iteral egagemet skillsets. Customer Service is a logical cadidate for cetralized digital egagemet: Multichael: Already fuctioig across several olie chaels. People: Already staffed with core skillsets for customer coversatios-just eed to develop digital skills. Techology: Already usig ad itegrated to systems from which customer egagemet will be maaged or data stored, such as CRM. Already usig automated workflow ad routig to maage queries from traditioal chaels. 6

7 Certaily, Customer Service teams ad call ceters ca o loger remai static, respodig to customer complaits durig limited hours i a select, few chaels. Your call ceters ca ad should trasform ito digital egagemet ceters: hubs of omi-chael, digital iteractios usig web, chat, social media, big data isights, mobile/sms, ad of course telephoy ad as well. Sales Leverages Digital Sales has bee a area of high promise but urealized ROI for digital efforts. Sales is certaily ivolved i ad a cosideratio for digital strategy. Social CRM emerged as a early theme i social etworkig, but sales staff has ot take advatage of it to date. A cotributig factor is sales cotiued reliace o faceto-face iteractios. With today s techology, i-perso sales meetigs are o loger a ecessity ad ca eve be a hidrace. Digital is secod ature to customers who have bee raised o social media ad virtual commuicatio. By recogizig that sales ca take place just as effectively (if ot more so) without the burde of i-perso meetigs, eterprises ca expad their customer base while shrikig travel expeditures. Where are the wis for sales ad how ca digital strategy both eable ad egage the Sales orgaizatio? Social. Cotacts were ofte the key to B2B sales value. Salespeople were ofte hired for their cotacts, but ow everyoe kows who you kow. It s more importat how you ifluece others tha simply coectig to them. Social listeig ad aalytics ca help Sales teams uderstad the most right, most ifluetial cotacts to egage with i a accout. Ad, iteral applicatio of social collaboratio has had some uptake recetly, especially with the lauch of Salesforce.com's Chatter tool. Mobile. Mobile is the umber oe digital demad for sales teams give their mobile workstyle. Much ivestmet ad progress has bee made. All leadig CRM systems have mobility, ad compaies are movig to exted ad itegrate more back-ed systems that Salespeople rely o. Compaies are also makig it easy for Salespeople to get sales materials ad eve some traiig via mobile. Next steps will ivolve brigig more customer kowledge, product ad service traiig, ad marketig cotet right to the mobile salesperso, i real-time, suited to the cotext. Cloud. Salesforce.com is the much-touted success story of SaaS cloud techology, disruptig CRM ad dislodgig the CRM behemoths. The drive for mobility drove may sales-related apps ito the cloud. Expect cotiued ivestmet i mobile tools for sales teams. Big data. It s always bee a challege to capture the ustructured data commo to iteractive sales activities. A lot of effort has bee expeded o tryig to get sales people to structure sales data ad iput it ito systems of record. Big Data approaches could actually free Sales people from high overhead, data etry ito CRM systems because it ca capture ad aalyze the free-form data of commo Sales egagemet. 7

8 Everyoe s i Research & Developmet Most digital strategies ad iitiatives are focused o the go-to-market strategy ad beefit marketig, sales ad service, but research ad developmet is a perfect example of the value of extedig digital capabilities ito other strategic areas. Social. As compaies mature as social busiesses-ad out of the four digital treds, social is the foudatio of egagemet-social capabilities will be welded ito decisio makig ad busiess process (use social busiess maturity graph). For research ad developmet, digital provides the meas to fully egage customers throughout the product lifecycle. Digital capabilities ca brig customers out of the focus group ad ito almost every stage of product maagemet ad developmet from ideatio ad desig to testig ad lauch. Mobile. The best product feedback is collected i cotext-whe ad where a product is used. Mobile ad istrumetatio eables R&D to get real-time product feedback data. Compaies Icorporate Customers i Iovatio ad Ideatio Figure 2 8

9 Figure 3 Figure 4 9

10 TCS Head of Digital Strategy, Toya McKiey has a Q&A sessio with CNA s Becky Nelso, Vice Presidet Cliet Executive, Iformatio Techology CNA's digital strategy is focused o esurig all digital ivestmets web, mobile, video, social media, etc. are aliged to the orgaizatio's visio, goals, opportuities ad iitiatives. It ecompasses a broad, log view of the opportuities ad risks that digital potetially creates ad harvests customer isights through advaced data maagemet. It icludes customer itelligece, o-lie collaboratio, ew product/market exploratio, sales ad service optimizatio, employee productivity, eterprise techology architectures, iovatio ad goverace. CNA's digital strategy was sposored by Chairma ad CEO, Tom Motamed to "esure that eterprise techology ad process ivestmets are coected, deliver improved efficiecy ad effectiveess ad provide a superior customer experiece. Executig digital strategy will create a cosistet, cohesive, measurable ad distictive experiece for employees, producers ad isureds who iteract with CNA digitally. I partership with all busiess leaders, CNA's Chief Iformatio Officer, Ray Oral has developed a executio roadmap desiged to take small or big steps toward creatig a coected eterprise with use of every digital chael we offer." Toya Q: Becky I uderstad you recetly udertook a review of how digital capabilities might improve productivity for legal teams ay surprises? Becky A: ipad ad other mobile devices have chaged the way people work. Mobile applicatios are easier to avigate ad use tha traditioal corporate applicatios. The result is that Big Data. Product teams wat ad eed to kow how customers are usig ad respodig to their products. Traditioally, this data ad isight is gathered through research, surveys, focus groups, customer coucils, ad some direct observatio. Most of these methods have sigificat lead time o isights. Applyig big data aalytics to research ad developmet ca provide a almost cotiuous feedback loop, which overcomes oe of the major causes of iovatio/project failure delayed feedback. (Segupta, Kishore, Tarek K Abdel- Hamid, ad Luk N Va Wassehove The Experiece Trap. Harvard Busiess Review 86) Legal Team: Digital Strategies Beyod Documet Maagemet At first glace, Legal seems perhaps the last fuctios to apply digital. The tools ad capabilities that improve operatios i other uits ca also be used by Legal, although we believe Big Data aalytics will provide the greatest value as these teams mature their adoptio of digital. Aalyzig big data has already proved effective i reducig fraud, theft, ad corruptio. For istace, fusig ad aalyzig disparate data sources icludig social media cotet makes it easier for isurace compaies to detect ad elimiate fraud. Ivitig Legal to help form eterprise digital strategy serves two purposes: a) Share marketig s digital best practices ad help educate legal o how to apply digital capabilities to their fuctioal/operatioal eeds. b) Keep i-house legal iformed about these emerget digital opportuities ad activities, so they ca better calculate risk ad guide decisio-makig i fastchagig ad ucertai regulatory eviromets. Legal ad Social Legal departmets are less depedet o techology tha other fuctios, so it s ot surprisig adoptio of social by legal professioals has lagged other professios. Likedi is the preferred social etwork by a wide margi (helpful for recruitig of legal staff!), ad recet research shows adoptio pickig up ad the gap betwee geeratios of legal professioals closig i social media. Legal Professioals Use of Likedi: Geeratio Disparities Narrow LikedI Usage i Past 24 hours+ Past Week (Professioal Reasos) 60+Age Group Age Group Age Group Age Group 35 (Source: Greetarget Strategic Commuicatios, IsideCousel, ad Zeughauser Group I-House Cousel New Media Egagemet Survey) Figure

11 we are already seeig our legal teams watig to leverage mobile capabilities ad applicatios for thigs like dictatio, documet aotatio, cotract reviews/approvals ad video coferecig/recordig for depositios without the eed to travel. CNA s digital strategy will drive the foudatio eeded to be successful i these spaces as well as improve productivity of our corporate workforce by makig these subsets of these services from traditioal eterprise applicatios available to a mobile workforce that ca be accessed aytime or aywhere. LikedI Usage i Past 24 hours+ Past Week (Persoal Reasos) Toya Q: Give your early isight, what types of solutios would you recommed to your peer IT leaders as the first wave of digital eablemet for legal teams? Becky A: Make , caledar, istat messagig, video coferecig ad access to corporate itraet sites icludig ews feeds available via mobile. The egage your IT Security/Risk teams to look at documet/data security policies ad appetite for opeig other areas beig requested like documet maagemet capabilities like aotatio, dictatio, etc. discussed above. Toya Q: What uses cases do you see for applicatio of Big Data Aalytics for Legal departmets? Becky A: Big data could help idetify treds or patters aroud our use of legal services. The areas of focus that might make sese to explore would be ediscovery ad exteral legal costs to see what patters ca be derived that might be able to help icrease productivity or lower our operatioal costs. Toya Q: How ca the executives leadig Legal departmets esure their teams are ot left out of whe digital strategies ad ivestmets? Becky A: Build a operatig model that cosists of busiess ad IT Age Group Age Group Age Group 60+ Age Group (Source: Greetarget Strategic Commuicatios, IsideCousel, ad Zeughauser Group I-House Cousel New Media Egagemet Survey) Figure 6 I-House Legal Staff Should Improve Their Social Acume Oe cocerig tred for compaies is the fact that i-house legal professioals are less egaged i social tha exteral legal professioals. It s icumbet o ihouse legal staff to become familiar with the social media domai to better advise the compay o risk ad regulatio as it expads social ad digital efforts. Ihouse legal should also take a page from exteral legal firms ad use social to improve their iteractio ad collaboratio with both iteral teams ad possibly customer cotacts. Expadig Use of Social for Legal: Collaborative Process Legal departmets are uder-utilizig social. Curretly, legal use of social is focused o professioal promotio ad some research, but social tools have value for core legal processes. For istace, cotract preparatio ad egotiatio is a otoriously iterative, liear, legthy process that maages may iputs from may reviewers ad approvers. The cotract process is exactly like Marketig s ow creative asset review process, which has bee streamlied ad accelerated with collaborative tools that allow multiple users to review ad modify a documet while trackig ad orgaizig eve simultaeous updates. Fidig iteral expertise is a tedious, -drive process for legal departmets with hudreds of professioals. Expert search ad matchig is fairly stadard i eterprise social collaboratio tools ad is easily extedable to legal teams. Digital may fially be the techology age for Legal departmets-there s much to lear ad leverage from the early successes i social media ad etworkig

12 represetatives to drive digital strategies ad gover eterprise ivestmets to esure they are advacig digital eeds. Commuicate the operatig model/strategy ad seek feedback/participatio from other busiess departmets, so they kow who to get ivolved. It is rapidly evolvig world. To stay curret, we must stay coected -- to the busiesses goals ad the latest techologies while adoptig a test ad lear metality that is more imble ad resposive to user eeds tha systems of the past. Social Tools Help You Fid Iteral Experts Fast Whodii, a member of TCS's Co-Iovatio Nework (COIN), offers a product that automatically builds expertise profiles from cotet ad helps you quickly fid a expert that matches your eed. Figure 7 Legal ad Mobile Legal s use of mobile mirrors their use of social-uderutilized. While legal professioals ow ad use smartphoes ad tablets, their professioal use is primarily limited to , research, ad PDF documet readers. I fairess, searchig Apple ad Adroid applicatios reveals few desiged for legal professioals. Still, may existig ad plaed mobile ivestmets could be exteded or modified for legal use. For istace, automated approval is a commo process delivered via mobile ad would be a boo to legal teams. Digital strategist eed to actively egage with legal to capture their requiremets ad use cases for mobility. Advaced Mobile Beefits Elude Legal Staff I which area/s of work has your smartphoe or tablet eabled you to come up with ew ways to do your work? 77% Research Busiess developmet (researchig prospective social etworkigsites, etc.) cliets/firms, Case preparatio Documet review durig discovery Project maagemet Billig Legal writig Court presetatio Collaboratig with colleagues via videocoferecig Collaboratig with colleagues via social etworkig sites Collaboratig with colleagues via other methods Other 24% 19% 14% 12% 12% 11% 8% 7% 6% 4% 4% 9% Legal professioals primarily use their mobile devices for ad have ot bee able to tap more advaced use cases i Mobility. Source: ALM Legal Itelligece - "Productivity i the Legal Professio: The Impact of Mobile Techology Figure 8 12

13 I the Am Law Tech Survey 2010, 80% of firms report usig hosted solutios for ediscovery, litigatio support, ad operatios. Forrester Legal ad Cloud Few ca argue that Legal, as a fuctio, is uderserved by eterprise techology. May factors cotribute to this state: the smaller size of legal teams make it hard to create a compellig busiess case, legal teams lack the techology expertise to make the case for ew tech, IT departmets fail to uderstad how legal ca use techology, ad there is a distict lack of techology desiged for legal use. Cloud Ca Make the Legal Busiess Case Cloud computig may help overcome the lack of busiess case. The cost efficiecies that Cloud computig provides ca make more fuctioality available to legal teams at lower cost IF security cocers are sufficietly addressed. Certaily Cloud computig is essetial for deployig the social ad mobile capabilities we ve already discussed. Legal ad Big Data Legal activity geerates a huge amout of ustructured data ragig from reams of prose i cotracts to video depositios. The high volume ad variety of formats have bee limitatios that have left this iformatio has largely goe utapped. Now, with the ew capabilities to maage ad aalyze big data becomig geerally available, legal teams ca quickly mie these sources. Big Data Aalytics Give Legal Teams Predictive Isight The advatage of faster, deeper research is obvious, ad compaies have already begu aalyzig social data for fraud ad itellectual property ifrigemet. Now, cosider how the use of advaced aalytics could offer legal teams ew isights to create legal strategy. By combiig iteral data with exteral data sources (market data, ecoomic factors, compay profiles), legal teams ca get a view of cotributig factors i previous litigatio that better iform curret strategies. Other aalytical techiques ca offer legal teams predictive isight-the ability to idetify risk areas ad take actio before issues arise. Because of these trasformig capabilities, we see big data as the strogest busiess case i Digital Legal Strategy. Fiace While fiace has may techology tools, icludig advaced aalytics tools, the team has bee slow to adopt digital treds ad cocepts. 13

14 Huma Resources: Key to the Orgaizatio s Digital Success People egage i social, people are mobile, people wat the flexibility of cloud, ad people geerate the terabytes of ustructured data that stress our traditioal aalytics systems. Every momet of truth i a digital customer experiece ivolves people. To execute o a digital strategy, you eed a digital orgaizatio ad culture, ad HR is key i trasformig the eterprise. HR has explosive potetial to brig digital capabilities i house ad drive busiess improvemetsfar beyod usig LikedI for recruitig. If HR applies ad masters game ad crowd mechaics for eterprise performace, HR, ot marketig, will become the eterprises ew digital iovators. Improvig Employee Experiece Makes a Better Customer Experiece Digital will remake employee-eterprise coectedess i the same way that it is revolutioizig customer-eterprise relatioships. Just as we see i cosumer scearios, digital eables more collaborative ad comprehesive employee egagemet, which i tur drives higher levels of employee performace. If social ad mobile are the best ways to reach customers, logically, they re also the best way to reach employees. Makig social etworkig ad collaboratio available iterally allows all employees to lear from oe aother ad collectively problem solve. Huma Resources Orgaizatios Need to Hoe Their Mobile Employee Strategies Impact of Typical Mobility Treds 5-year Horizo (% Corporate Dec. Makers) Leverage locatio based techology 19% Support employee productivity 19% Workforce mobility 26% Trasform busiess model 19% Focus o busiess growth 22% (Source: OxfordEcoomics) Gamig the Digital Eterprise Just as game ad crowd mechaics ca be used to drive customer egagemet, they ca also be used to boost employee performace ad loyalty. Employees are t simply iterested i earig a paycheck. Humas egage, participate ad are loyal because of deeper motivatio because it s iterestig, because it s egagig, because it s the right thig to do, ad because they wat to cotribute. Maagig employees the old way ivolved: Fiacial icetives (carrots ad sticks) Siloed orgaizatios Maagemet hierarchies Figure 9 14

15 Aual or quarterly reviews Clock-i/clock-out (or a implied madate that you should be at work durig certai hours) Cotrast this with the crowd-, game-, ad aalytics- drive approaches we ca leverage goig forward: Outcome-based performace measuremet Cotiuous ad real-time feedback Social collaboratio Real-time coachig ad metorig Egagemet usig crowd mechaics Performace via multimotivatioal game mechaics As HR lears ad applies the multiple motivatioal approaches of gamificatio, tappig ito people s desire for status, achievemet, ad rewards to drive eterprise performace, HR will become the go-to gurus for behavioral isight ad game mechaics. Miig Big Data for Talet ad Expertise The ew digital eterprise helps you fid out more about the people who work for you, or who wat to work for you. Where is expertise hidde i your orgaizatio? Employees may have deep iterest or expertise i areas that are ot evidet o their CV. The digital eterprise lets you see who kows what ad helps you to take advatage of talets you may ot realize you have o board (the mailroom worker who is i film school ad could help you with video productio; the salesperso who does voiceovers for commercials; the perso who aswers all the questios about SharePoit o the message boards eve though it is ot her job to do so). You ca the bridge the gap betwee the subject matter experts ad the teams who eed their expertise across the orgaizatio. How HR is Trasformed Digital helps HR to become proactive istead of reactive. For istace, social listeig ad aalytics ca help you track employee satisfactio ad itervee whe problems are still small. Digital also helps idetify uderappreciated resources. I the past, leaders ad extroverts got the attetio. It s importat to urture them but also to idetify the quiet achievers whose kowledge, skills, ad abilities may go usug. Table 2 shows how the four pillars of digital trasformatio ca drive chage for each importat area i HR. This scorecard is more detailed tha those for other fuctioal areas because HR is of prime importace i drivig digital trasformatio across the eterprise. 15

16 HR Fuctios/Goals Social Mobile Cloud BigData Recruitig HR has rapidly adopted social sites for recruitig. Likedi offers eterprise recruitig tools. Ivolve the etire orgaizatio i recruitig. Social gives you coectivity to a vast etwork of the best recruits. Mobile allows employees to capture busiess card/cv iformatio via mobile devices wherever they may be (cofereces, etwork evets, etc.) ad submit the cotact iformatio directly to HR to iitiate recruitig. HR ca streamlie the recruitig process with cloud-based collectio of cotact iformatio ad employmet applicatios. Cloud-based solutios eable seamless collaboratio with other departmets ad access to iformatio throughout recruitig ad iterview process. Big data helps HR idetify potetial recruits by aalyzig iformatio from social sites, blogs, web sites, white papers ad presetatios posted olie to help fid idividuals with the ecessary skill set. Big Data aalytics ca help build more reliable, predictive profiles for hirig. Oboardig Social tools help ew employees fid SMEs withi the compay quickly ad easily, rather tha relyig o tribal kowledge to fid the right cotacts. Employees ca submit ew hire documetatio via mobile (photo of driver's licese ad social security card, for example) ad track the status from aywhere, at ay time. Cloud techology lets HR streamlie the ew hire process with cloud based, gamified applicatios to sig up for beefits, direct deposit, ad so o. Performace There is huge potetial i leveragig social ad game mechaics to drive employee performace. Mobile apps allow employees to track their performace ad receive real-time feedback aytime, from aywhere Social ad gamified applicatios ru from the cloud, eablig remote access, ad drivig social ifluece. Big data allows performace systems to process ustructured data to idetify ad reward quiet achievers. Developmet Social capabilities let employees self-orgaize to metor ad be metored. Social also lets employees follow the SMEs ad ifluecers to lear from ad emulate. High achievers are idetified ad recogized so others ca emulate their behavior. Employee ca receive traiig via mobile devices from aywhere at ay time. Traiig is delivered odemad i a gamified eviromet i multiple formats suited to each employee's learig style (video, text, experietial, etc.) Developmet metors are idetified through aalysis of ustructured data like ad documets based o subject matter expertise as well as likes, iterests, etc. Attritio Social listeig ad setimet aalysis help gauge morale ad employee satisfactio. [I wish there were a mobile app for expressig frustratio o projects that could later be used to idetify process improvemets] Process ustructured social data to idetify dissatisfied employees who might be a flight risk. Curate Compay Kowledge Iformatio is readily available throughout the orgaizatio. Employees ca collaborate ad provide iput o documets, projects, policies, etc. Compay systems ad iformatio is accessible via mobile for real-time access ad collaboratio. Cloud based documet repositories make searchig for, collaboratig o, ad updatig iformatio i real-time seamless. Big data lets employees fid iformatio they did't kow exist by idetifyig ad recommedig related documets. Orgaizatioal Chage Orgaizatioal chage is drive socially by ifluecers i the compay, rather tha beig haded dow from maagemet. Social listeig lets maagemet track acceptace (or resistace) of orgaizatioal chage. Mobile apps brig othe-go (road) employees ito the social coversatio to support ad ifluece orgaizatioal chage. Cloud becomes a eabler of social ad mobile applicatios to speed adoptio of orgaizatioal chage. Natural laguage processig, powered, by big data, aalyzes setimet about orgaizatioal chage across multiple sources (social, , etc.) Table 2 16

17 A Harmoized Eterprise Digital Strategy Based o the evolutio of digital ad how it impacts every facet of a orgaizatio, it is icumbet upo eterprises to develop a comprehesive digital strategy. This holistic framework will help guide compaies through the digital uiverse ad eable them to maximize digital opportuities i a coordiated, itegrated approach. Orgaizatios caot relate to customers i digital chaels through traditioal corporate silos-digital chaels are too trasparet ad customers will ot tolerate ucoordiated, uiformed touches from our various iteral departmets Foremost, a digital strategy must alig with the orgaizatio s larger busiess objectives. To be truly comprehesive, the strategy must reiforce a eterprise s short- ad log-term goals, as well as the missio of each busiess uit. Secod, holistic digital strategy breaks dow iformatio ad orgaizatioal silos, esurig all fuctios icludig legal, huma resources, ad fiace icorporate the digital strategy ito daily operatios to the same extet that marketig ad commuicatios have doe traditioally. Every departmet views the digital strategy as part of their resposibility ad a istrumetal meas to achievig departmet ad eterprise-wide objectives (Figure 10). A Framework To Leverage Ad Harmoize Digital Efforts Across The Eterprise Web Presece Social Busiess Mobile - Locatio Persoalizatio cotext Customer behavior Social ifluecers Social leads Idividualizatio isight Setimet treds Market research Loyalty/advocacy drivers SEO SEM Augmeted reality Campaig microsites Newsletters Social SEO (SMO) Facebook Page Twitter Hadle Polls, Ratig ad reviews YouTube Chael Social listeig Customer Commuity Mobile search Mobile advertisig SMS campaigs Mobile website Mobile Promotios Augmeted reality Games Customer issues Service request treds Setimet treds Service chael treds Chat Braded Forums Automated agets Cotact forms Support commuities Facebook Page Twitter Hadle Moitor Forums Peer-to-peer support Video help cotet Social listeig Social customer lifecycle Mobile surveys Paymet alerts Call ceter iteractios Mobile self-service Apps SMS messagig Locatio-specific recommedatios Outcomes Isight Customer prefereces Cross/up-sell opportuity Attritio isight Propesity to buy Social leads Customer advocates Olie shoppig Ecommerce Recommedatios Chat Cotact forms Social prospectig Social lead qualificatio Social commerce Social listeig Social etworkig Ratig ad reviews Mobile search Mobile shoppig / QR codes Mobile commerce Mobile paymets Ratigs ad reviews Customer eeds aalysis Crowd-sourced ideas Product/Service feedback Competitive itelligece Product commuities Idea exchage Idea commuities / Crowdsourcig Social listeig Ideatio tools Social customer coucils Web 2.0 eabled teams Idea geeratio App Mobile ideatio websites Poit of Sale ideatio Marketig ad Commuicatios Customer Service Sales Research ad Developmet Figure 10. Digital Harmoizatio 17

18 Takeaways To deal with digital trasformatio, a eterprise must create a comprehesive digital strategy. The digital strategy caot begi ad ed i marketig. The digital eterprise is about much more tha go to market. All busiess uits must uderstad how to apply digital capabilities: HR, sales, legal ad fiace eed to be able to recogize ad assess how digital affects their operatios. A effective digital strategy meshes with compay culture, buildig employee affiliatio with the eterprise ad rewardig ad recogizig employee achievemets ad expertise. The effectiveess of digital strategy should be evaluated based upo how it impacts all busiess uits. 18

19 About TCS Global Cosultig Practice TCS Global Cosultig Practice (GCP) is a key compoet i how TCS delivers additioal value to cliets. Usig our collective idustry isight, techology expertise, ad cosultig kowhow, we parter with eterprises worldwide to deliver itegrated ed-to-ed IT eabled busiess trasformatio services. By tappig our worldwide pool of resources-osite, offshore ad earshore, our high caliber cosultats leverage solutio accelerators ad practice capabilities, balaced with our kowledge of local market demads, to eable eterprises to effectively meet their busiess goals. GCP spearheads TCS' cosultig capacity with cosultats located i North America, UK, Europe, Asia Pacific, Idia, Ibero-America ad Australia. Cotact For more iformatio about TCS cosultig services, us at global.cosultig@tcs.com or This article is part of TCS' Cosultig Joural - Perspectives, which you ca read at About Tata Cosultacy Services (TCS) Tata Cosultacy Services is a IT services, cosultig ad busiess solutios orgaizatio that delivers real results to global busiess, esurig a level of certaity o other firm ca match. TCS offers a cosultig-led, itegrated portfolio of IT ad IT-eabled ifrastructure, egieerig TM ad assurace services. This is delivered through its uique Global Network Delivery Model, recogized as the bechmark of excellece i software developmet. A part of the Tata Group, Idia s largest idustrial coglomerate, TCS has a global footprit ad is listed o the Natioal Stock Exchage ad Bombay Stock Exchage i Idia. For more iformatio, visit us at IT Services Busiess Solutios Outsourcig All cotet / iformatio preset here is the exclusive property of Tata Cosultacy Services Limited (TCS). The cotet / iformatio cotaied here is correct at the time of publishig. No material from here may be copied, modified, reproduced, republished, uploaded, trasmitted, posted or distributed i ay form without prior writte permissio from TCS. Uauthorized use of the cotet / iformatio appearig here may violate copyright, trademark ad other applicable laws, ad could result i crimial or civil pealties. Copyright 2012 Tata Cosultacy Services Limited TCS Desig Services I M I 08 I 12