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12 Steps to Become a Future Proof Organization
The document outlines a comprehensive 12-step approach for organizations to achieve digital transformation and become future-proof in the face of rapid technological disruption. It emphasizes the need for strategic insight, organizational change, and digital governance, encouraging businesses to embrace innovation and adapt to evolving customer expectations. The author, Jo Caudron, is a seasoned entrepreneur and consultant advocating for a proactive and agile mindset to navigate the complexities of the digital landscape.
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12 Steps to Become a Future Proof Organization
- 1. MASTERING DIGITAL TRANSORMATION 12 STEPS TOBECOME A FUTURE PROOF ORGANIZATION
- 2. THE WORLD ISCHANGING FAST
- 3. INSIGHTS & UNDERSTANDING STRATEGY, PLANS &ACTIONS ORGANIZATIONAL CHANGE TRANSFORMATION REQUIRES
- 4. INSIGHTS & UNDERSTANDING STRATEGY & ROADMAP ORGANIZATIONAL CHANGE THISIS WHAT WE HELP YOU WITH
- 5. BUSINESS CONSULTANTS FORA DIGITAL WORLD. WE WORK FOR GLOBAL CLIENTS IN DIFFERENT INDUSTRIES. WE HAVE A STRONG EUROPEAN AND MIDDLE-EAST PRESENCE. WE ARE PIONEERS SINCE 2009. W E A R E G H E N T - D U B A I - A M S T E R D A M - O S L O
- 6. Our people havea unique DNA. They are pragmatic advisors, inspirators, coaches and entrepreneurs. //LEAN / RESULT-DRIVEN / ENTREPRENEURIAL / STUBBORN / ACCOUNTABLE / NO-NONSENSE / CREATIVE / THOUGHT-LEADING / REINVENTING / ROCK&ROLL // OUR CULTURE IS DIFFERENT FROM OTHER STRATEGIC BUSINESS CONSULTANTS Hi, I’m Jo Caudron Active in digital since 1993 Entrepreneur involved in 20+ start-ups. Founding Partner of Duval Union Consulting @jcaudron [email protected] G H E N T - D U B A I - A M S T E R D A M - O S L O
- 7. THOUGHT LEADING INTERNATIONAL BEST- SELLER, SOLDIN OVER 55 COUNTRIES. 2018 EDITION COMING SOON! G H E N T - D U B A I - A M S T E R D A M - O S L O
- 8. 12 STEPS TOTRANSFORM INTO A FUTURE PROOF ORGANISATION
- 9. ACCEPT D I GI TA L AS A DISRUPTIVE FORCE 1
- 10. Digital Disruption isreal EXPECT A SMACK IN THE FACE
- 11. What do these 4have in common?
- 12. 1995+ MUSIC PHOTOGRAPHY VIDEO RENTAL … 2005+ PRINT MEDIA TV TRAVEL HR … 2015+ RETAIL AUTOMOTIVE TRAVEL EDUCATION TELCO FOOD/FMCG BANKING/INSURANCE HEALTHCARE … 2025 ALLSAFE HAVENS WILL BE SUBJECT TO DIGITAL DISRUPTION … WAVES OF DISRUPTION
- 13. ARE YOU ONA BURNING PLATFORM (YET)? Do you have a PLAN to become future proof? Do you have the right PEOPLE? Is your CHANNEL and value chain ready for a digital world? Do you understand the BUSINESS MODELS of tomorrow? Do you have a COMPANY STRUCTURE for transformation?
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- 16. You have a CH O I C E Digital Disruption Modeling Business Transformation
- 17. You have a CH O I C E Digital Disruption Modeling Business Transformation Fear Insight Direction
- 18. Digital Disruption isa story of… %
- 19. This is NOTour story YOU THEM We are COMPLIANT! We are a TRUSTED partner! We have DECADES of experience! We are on SOCIAL MEDIA!
- 20. YOU We are COMPLIANT! Weare a TRUSTED partner! We have DECADES of experience! We are on SOCIAL MEDIA! THEM This IS our story But your app sucks I want experience Uhh..ok Hey this solves my problem! I don’t want to wait a week NEW
- 21. YOU THEM The TippingPoint
- 22. CUSTOMER RELATIONSHIP ORGANIZATION MARKET & COMPETITION PRODUCT& BUSINESS MODEL
- 23. CUSTOMER RELATIONSHIP ORGANIZATION MARKET & COMPETITION PRODUCT& BUSINESS MODEL DIGITIZATION
- 24. CUSTOMER RELATIONSHIP ORGANIZATION MARKET & COMPETITION PRODUCT& BUSINESS MODEL TRANSFORMATION
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- 27. WHEEL OF CHANGE Glass House Package Frog GatekeeperTraveller Participant Cyborg New expertsand our peers decide what matters People participate, share and co-create their future Technology becomes part of everything we do The relationship with the market changes New experiences in product, service & packaging The position in the value chain changes Mobile gives access to everything, everywhere, every time
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- 32. UNDERSTAND THE IMPACT ON YOUR BUSINESS NETFLIXVERSUS TV BLOCKCHAIN VERSUS BANKS AMAZON VERSUS (FOOD) RETAIL AMAZON VERSUS PHARMA SPOTIFY VERSUS MUSIC INDUSTRY FACEBOOK VERSUS MEDIA & ADS UBER VERSUS TAXI TESLA VERSUS CAR INDUSTRY AIRBNB VERSUS HOTELS LINKED VERSUS HR 4
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- 34. T h e4 G e n e r a t i o n s
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- 36. T h e4 G e n e r a t i o n s
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- 38. T h e4 G e n e r a t i o n s
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- 40. T h e4 G e n e r a t i o n s
- 42. YOU CHALLENGERS The Challengersmove into your space, when will you move into theirs?
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- 44. BUSINESS AS USUAL A HAPPENS ANDB DOESN’T HIGHLY DISRUPTIVE FUTURE A + A - B - B + B HAPPENS AND A DOESN’T The future will be a combination of many scenarios. Think about the "most likely" and "most preferred" scenarios for your business.
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- 48. IDEATE PROJECTS TO MAKECHANGE REAL MAP THEIR PROBLEMS MAP YOUR STAKEHOLDERS IDEATE SOLUTIONS
- 49. 12 BUSINESS DYNAMICSFOR A DIGITAL WORLD
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- 51. DIGITAL AGENDAACCELERATIONFOUNDATION ONLINE ARCHITECTURE(data, site, mkt automation, transactional, …) DIGITIZATION/TRANSFORMATION GOVERNANCE Internal Onboarding Communicate & clarify the North Star vision internally Launch digital leadership program Assess, contain and develop digital savviness of employees Build Partnerships Proactively Build partnerships with digital dealers and content platforms to be the best possible partner. Be open and proactive to innovation Build the Unilin Radar to hunt for innovation, startups, business models in the flooring space and beyond. PEOPLE,PROCESS, PLATFORM PORTFOLIO GUIDE CLAIMING AFTER SALES INSTALLER COMMUNITY INSTALLER MARKETPLACE INSTALLATION PACKAGE DEAL HYBRID CUSTOMER JOURNEY INSTALLER KICKSTARTER Claim strong gatekeeper position Create Content & Services on top of Products. P=E+R Dealer/wholesaler onboarding Show dealers and wholesaler that the world is changing and that we can succeed if we work together. Show the hybrid customer journey plans COMPLEX PORTFOLIO COMPLEX AFTER SALES NEW SLA INSTALLER SCARCITY MAIN PROBLEM DOMAINS
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- 54. From an outdated Mothership TOA MODERN FLEET
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- 57. …AND HAVE THESKILLS IN THE WHOLE ORGANIZATION
- 58. @jcaudron Reverse Mentorship Senior Junior Years ofexperience Industry knowledge Business insights Online business models Social media insights Online behaviour insights Digital first mindset
- 59. Start measuring digitalexpertise in every new job interview you organize. Whatever the vacancy is about.
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- 63. PREPARE FOR AFUTURE OF
- 64. CANNIBALIZE YOURSELF The Business Digital (atthe sideline) Digital in the coreThe Business Digital (at the sideline) Digital in the core Digital in the core Digital in the core
- 65.
- 66. Case Courage MINDSET MEANS MANDATE “licenseto win” “license to operate” “license to change” Capital BE BRAVE & CHANGE
- 67.
- 68. Find my slideson www.speakersbase.com/jo Need help? Book me and my team to consult you! www.duvalunionconsulting.com @jcaudron [email protected] 00 32 475 43 80 98
- 69. OUR M O DE L IS HOLISTIC AND AIMED AT BUILDING FUTURE PROOF ORGANISATIONS GHENT - DUBAI - AMSTERDAM
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- 71. ACT DIFFERENTLY TOHAVE REAL TRANSFORMATION BE DIFFERENT AS AN ORGANISATION AND A COLLECTIVE OF INDIVIDUALS THINK DIFFERENTLY TO BE READY FOR A TRANSFORMING WORLD HEART BRAIN BODY
- 72. BRAIN BODY HEART THINK DIFFERENTLY TOBE READY FOR A TRANSFORMING WORLD DIGITAL TRANSFORMATION EXECUTIVE JOURNEY CREATE INSIGHTS, VISION, STRATEGY, PLANS AND ROADMAP FOR THE BUSINESS MODELS OF TOMORROW TREND RADAR SET UP YOUR EYES AND EARS TO SCAN, ANALYSE AND VALIDATE TRENDS, DISRUPTIONS AND INNOVATIONS.
- 73. BRAIN BODY HEART ACT DIFFERENTLY TOHAVE REAL TRANSFORMATION DIGITAL GOVERNANCE CREATE TRANSVERSAL STRUCTURES, POLICY, ROLES, TEAMS, OWNERSHIPS, … CHANNEL HACKING BECOME CUSTOMER PROBLEM CENTRIC, REBUILD YOUR VALUE CHAIN, HACK YOUR CHANNEL, CUSTOMER CONNECTION AND UX FOR A DIGITAL WORLD.
- 74. DIGITAL LEADERSHIP CREATE DIGITALSKILLS, CAPABILITIES AND BUY-IN FROM THE ENTIRE ORGANISATION. PREPARE FOR LEAN AND AGILE ATTITUDE. LEAN BUSINESS MODELS CREATE CORPORATE VENTURING ATTITUDE AND LEAN DEVELOPMENT CAPABILITIES. ENCOURAGE ENTREPRENEURIAL SKILLS. BRAIN BODY HEART BE DIFFERENT AS AN ORGANISATION AND A COLLECTIVE OF INDIVIDUALS
- 75. DIGITAL LEADERSHIP CREATE DIGITALSKILLS, CAPABILITIES AND BUY-IN FROM THE ENTIRE ORGANISATION. PREPARE FOR LEAN AND AGILE ATTITUDE. LEAN BUSINESS MODELS CREATE CORPORATE VENTURING ATTITUDE AND LEAN DEVELOPMENT CAPABILITIES. ENCOURAGE ENTREPRENEURIAL SKILLS. BRAIN BODY HEART BE DIFFERENT AS AN ORGANISATION AND A COLLECTIVE OF INDIVIDUALS ACT DIFFERENTLY TO HAVE REAL TRANSFORMATION DIGITAL GOVERNANCE CREATE TRANSVERSAL STRUCTURES, POLICY, ROLES, TEAMS, OWNERSHIPS, … CHANNEL HACKING BECOME CUSTOMER PROBLEM CENTRIC, REBUILD YOUR VALUE CHAIN, HACK YOUR CHANNEL, CUSTOMER CONNECTION AND UX FOR A DIGITAL WORLD. THINK DIFFERENTLY TO BE READY FOR A TRANSFORMING WORLD DIGITAL TRANSFORMATION EXECUTIVE JOURNEY CREATE INSIGHTS, VISION, STRATEGY, PLANS AND ROADMAP FOR THE BUSINESS MODELS OF TOMORROW TREND RADAR SET UP YOUR EYES AND EARS TO SCAN, ANALYSE AND VALIDATE TRENDS, DISRUPTIONS AND INNOVATIONS.
- 76. BUSINESS STRATEGY READINESS SURVEY ASSESSMENT &RESEARCH INSPIRATION IMPACT ANALYSIS FUTURE SCENARIOS NORTH STAR VISION TRANSFORMATION STRATEGY STAKEHOLDERS & PROBLEMS IDEATION & PRIORITIES DIGITAL AGENDA EXECUTIVE JOURNEY TREND WATCHING CONTINUOUSLY SCANNING THE MARKET FOR NEW TRENDS BUILDING THE FUTURE PROOF ORGANISATION CUSTOMER EXPERIENCE Continuously optimise your journey, pain points and touch points GROWTH HACKING Implement smart techniques to scale our business CHANNEL HACKING Reinvent your channel relationships for a digital world CUSTOMER RELATIONSHIP SOCIAL STRATEGY Make social an intrinsic part of the business INCUBATOR PROGRAM Stimulate internal creativity and bottom-up innovation (hackatons, …) START-UP BOOTCAMPS Think, plan, act like a start-up and build the minimum viable business case CORPORATE ACCELERATOR Drive outside-in innovation via collaboration with startups BUSINESS (OPERATIONAL) MODELS DIGITAL LEADERSHIP Asses, contain and develop digital savviness DIGITAL GOVERNANCE Digital ownerships, roles, policy, structure Digital Office, … MAN/MACHINE COLLABORATION Valorise your human assets, whilst supporting them with machines ORGANISATION
- 77. OUR C L IE N T S ARE LEADING ORGANISATIONS IN ALL INDUSTRIES GHENT - DUBAI - AMSTERDAM
- 78. OUR C L IE N T S GHENT - DUBAI - AMSTERDAM FINANCE & INSURANCE TELCO & TECH RETAIL BRANDS & FMCG INDUSTRY MEDIA HEALTH & PHARMA
- 79. OUR C L IE N T S GHENT - DUBAI - AMSTERDAM PUBLIC & NON-PROFIT MOBILITY & TRANSPORT SERVICES & UTILITIES