Documente Academic
Documente Profesional
Documente Cultură
and accelerate
your DIGITAL
TRANSFORMATION
PROJECT
Strategy guide for decision-makers
The best practices to achieve the best results
Happy reading
And enjoy the transformation
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 3
Contents
EDITORIAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
WHAT THEY SAID . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
OUR BELIEFS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Prompting (real) corporate change
Agility, speed of execution, operational excellence and pleasure:
these are the major keywords for understanding digital transformation.
WHO? IT DIRECTORS
KEYS
DIGITAL PLATFORM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 TO SUCCESS
Building a Digital Booster Platform
> New digital IS: the four laws to know . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Execution is
everything. Each
> Infrastructure as a platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
chapter provides
> Integrating cyber security into the Digital Booster Platform: a key to unlocking
a comprehensive approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 digital transformation:
an initial assessment
and digital strategy,
WHO? BUSINESSES the Digital Booster
Platform to
BUSINESS PROJECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 accelerate
How to steer collaborative projects towards digital transformation transformation,
> Steering the trajectories of digital projects . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 then advice for
executing a digital
> Management 3.0. The human element and collective intelligence
project including
at the heart of projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
best practices and
> Transformation team. The strongest link in digital transformation . . . . . . . . . .53 insights from
> Innovation. What steps should be taken and which tools should be used? . . . 65 concrete examples.
> Introducing change into businesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70
TESTIMONIALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
NAB, HMCTS, Airbus, BBVA, KBC, Orange Business Services, AccorHotels, Media Markt
4
DIGITAL:
DRIVING COMPANY TRANSFORMATION
Digital transformation is a comprehensive strategy controlling the trajectory of digital projects becomes
on which our beliefs have to be clear (p. 9). An more important than the precision of the target
operational strategy gives way to a digital strategy (p.46). Project implementation requires management
(p. 15), based on the selection of a limited number 3.0 (p. 49). It relies on a carefully chosen
of technologies, on which the company focuses transformation team (p. 53). Innovative methods
its investments (p. 20). (p.65) and new tools to manage change facilitate
Building a digital platform, or Digital Booster project ownership in business units (p.70). This
Platform, is essential for facilitating and accelerating approach is not fragmented and isolated. Nor is it
digital transformation. Information system linear, deterministic and predictable (it is not guided
architecture must be based on this platform approach by a timeline). It is holistic, inherently iterative,
(p. 27). Infrastructure as a platform opens the door to organic and, essentially, human. So there are as
exploration at a lower cost, limiting the recourse to many approaches as there are digital projects.
CAPEX (p. 34). However, the opening up of the IS As shown in the illustration below, business projects
demands greater security (p. 39). can feed strategy and IS to form a virtuous cycle of
Project delivery requires greater agility, and continuous improvement.
In this publication, which is aimed at the directors of large corporations as well as business managers and CIOs, we have not tried
to be exhaustive. Transformation is addressed here only from a digital angle, but it fits into a perspective which is broader than just
technology-driven innovation. Technology is a lever for transformation but it is not the only one: changing client expectations,
new HR challenges and the evolution of company ecosystems all boost digital transformation and are enriched by it.
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 5
WHAT THEY SAID
6
WHAT THEY SAID
Digital transformation
is not only about technology. Marc Fontaine
It forces us to change CHIEF DIGITAL OFFICER,
our business models and AIRBUS GROUP
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 7
8
OUR BELIEFS
# Digital wave
# Organic enterprise
IN BRIEF
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 9
OUR BELIEFS
The Digital
Revolution 2.0
(Real) digital change
10
OUR BELIEFS
means relying on technology, but that is not all. Compa- Categories for five types of digital transformation project
nies must make themselves more transparent and, above according to the level of impact and transformation
all, put human beings back at the heart of the business. of the company. Given the fuzzy notion of digitalisation,
this table provides greater readability and clarity for
digital transformation.
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OUR BELIEFS
Business projects are supported by a Digital Booster Platform, which itself is likely to evolve as the project
takes shape. The whole project is driven with speed and agility; the aim is client-centred excellence, and so
there is no fixed starting point.
input from new technologies and, secondly, by defining approaches, and requires the management of client
and building the companys Digital Booster Platform service provision and back-offices at different speeds (a
while at the same time conducting different business bimodal approach). Time to market is increasingly short.
projects.
In addition, certain other issues cannot be ignored.
UNUSUAL METHODS These include the ability to accept failure in order to
move forward more quickly and to ensure security in
An adventure approach information systems which are increasingly open. In
Digital transformation demands a highly distinct addition, there is the need to fully integrate front and
approach in order to manage uncertainties and for step- back-offices, each of which develops at a different pace,
by-step implementation rather than V-model or batch and effectively incorporate partners in increasingly
approaches. multi-supplier services. However, this is not a one-size-
fits all approach and should be carefully adapted to each
But despite the fact that digital transformation can be context for further development. All relevant stakehold-
extended across all scales and for every link in the corpo- ers need to be taken on board business stakeholders in
rate chain, some invariables remain. On the ground, there particular will be ever-present and input from those
is a pressing need for ceaseless speed: new technologies involved in decision-making will be demanded (legal
are adopted with great speed and competitors are services, management control etc.). Increasingly, clients
constantly innovating. This calls for new methods and themselves will be involved.
12
OUR BELIEFS
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14
STRATEGY
DIGITAL IMPACT
ON CORPORATE STRATEGY
# Digital strategy
# Choice of technologies
IN BRIEF
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STRATEGY
Defining a digital
transformation strategy
Putting agility at the heart of
transformation strategies
16
STRATEGY
In concrete terms, a digital strategy is simply a business What are the challenges? What are the risks? And are the
strategy that relies very heavily on digital technologies opportunities that digital technologies present to allow
to identify the operational transformations which the entire business model to be changed?
should be made. These transformations can be achieved
through several digital projects simultaneously. WHERE TO PLACE THE DIGITAL CURSOR?
WIDESPREAD IMPACT
No sector is spared
Research from the Gartner Group, shows that digital
technologies already generate nearly 20% of corporate
revenues and this could reach 41% by 2020! Its a devel-
opment which impacts all business sectors, including
telecommunications, insurance, banking, distribution To set a digital strategy, every company needs to assess
and transport, as well as the public sector. the impact of digital technologies on its operations,
and then to establish the necessary level of transfor-
mation. Company strategists will place the digital
A digital strategy cursor somewhere between the existing process and
transformation.
is simply a business strategy
which makes it possible DIGITAL TRANSFORMATION TOOLS
to identify digital
transformation projects. Digital Value Grid (DVG)
The Digital Value Grid (DVG) is a methodology used by
Sopra Steria Consulting to construct a grid of digital
A company's activities are themselves affected: supply transformation projects based on the characteristics of
logistics through the implementation of the extended the company and of the market in which it operates.
enterprise, manufacturing through computer-aided
design, the IoT and 3D printers, marketing logistics In practical terms, its a tool for providing a matrix of
through phygital approaches. And, of course, marketing examples of the technologies which could be selected to
and sales are being revolutionised through multi- meet a companys objectives or used in its projects (see
channel retailing and digital marketing. article p. 20).
Support services are also affected: the corporate infra- Its a facilitation tool to help select the areas in which to
structure (operational intelligence, fraud, data quality), focus efforts in accordance with the specific business
human resource management (company social challenge and the range of technologies available.
networking, COOC), R&D (development of digilabs and Combining these two fields, its possible to translate
hackathons) and purchasing through the creation of the overall strategy into issues, which are then broken
dedicated portals. down into possible digital projects. It acts as a decision
support tool as the user can then make a judgement on
The first task is therefore to define, in line with the corpo- the possibilities offered (see the following page for a
rate strategy, a strategy to address these digital impacts. partial example of the Digital Value Grid).
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STRATEGY
A partial example of Sopra Steria Consultings methodological tool, the Digital Value Grid.
In parallel, work will certainly be necessary to provide personalisation, omnichannel, speed and quality of
market, business and technological intelligence. execution, security and, of course, the right price.
18
STRATEGY
business opportunities they create. The next chapter, for the projects launch is provided by the initial involve-
Technologies, presents a few of these and their contri- ment of all stakeholders in the co-design sequences, and
butions to new applications. the collective advice of a focus group representing
target users. This cycle is conducted by a multidiscipli-
New applications nary transformation team (see article p. 54).
This perspective is just as important as it allows projects
concerning new applications to be identified. We group We see this agile, iterative strategy as essential, the
these in five categories: cornerstone for digital transformation. It provides
answers before proceeding to implementation.
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 19
STRATEGY
Which
technologies?
Selecting and integrating
digital technologies
C
reating the right conditions for technology manage- innovations and strategic publishers, who often consoli-
ment which can evolve ever faster is essential. How date the market and offer use of the technology in the
do we organise ourselves for this? longer term. We must also listen to influencers, venture
capitalists and opinion leaders.
Developing technological intelligence
Much as a company will monitor markets or other key
aspects of its business, a similar approach to technology Technologies are emerging
is required. To produce technological intelligence it is
at a rapid pace and this requires
essential to have good sources and to establish solid
partnerships with market analysts (such as Gartner
the capacity to quickly identify
Group, Forrester Research etc.) which offer a forward- and assess them. This is achieved
looking and comprehensive vision of emerging technolo- through technological intelligence,
gies and the companies which market them. Other impor- used in the form of a road map.
tant sources are specialised software publishers
(start-up, FinTech) which develop the latest technological
20
STRATEGY
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STRATEGY
FIVE GUIDELINES
FOR SELECTING AND MANAGING TECHNOLOGIES
B
ig Data, business intelligence, mobility, cloud, API, Here we demonstrate how to structure the choice of
artificial intelligence, IoT...How can we integrate technology based on five major IT transformation
these technologies in digital transformation strategies? challenges: promoting operational excellence, providing
And we must remember that this process changes the new tools to collaborators, data enhancement, creating
relationship between businesses and technology, with relationships with ecosystems and serving the customer
an increasingly fast pace of change. and user.
With the introduction of applications, multichannel and In the following section we draw on the link between
multi-device approaches, Big Data and connected technologies and business needs and prioritise emerging
objects there is a move towards open architectures technologies.
which provide APIs with access to different business
services. And this web and mobile vacuum raises crucial
questions about the governance of digital projects. WHAT? Providing new tools
to collaborators
The introduction of digital technology has
WHAT? Promoting profoundly changed the way collaborators work.
operational excellence
HOW?
Companies need to make major changes to
The creation of multi-functional teams integrating
their processes, both for efficiency reasons the company, developers, site architects, designers
and to differentiate their offer. While business or even partners has led to new working methods
knowledge and the ability to imagine new such as design thinking and co-design.
approaches are essential, technological
Agility, which until this point was limited to a physical
knowledge is equally vital in integrating
platform, is therefore evolving into a distributed
new devices.
agility approach using multi-site virtual teams.
22
STRATEGY
Sopra Steria Consulting - White Paper - How to succeed and accelerate your digital transformation project 23
STRATEGY
T
The infographic below classes he various technologies available for digital transfor-
technologies according to their mation are here positioned and weighted according
function and utility across a range of to their maturity and degree of market adoption. In the
needs and according to market maturity. centre are the more mature technologies, which are
24
STRATEGY
more easily integrated. On the outer fringes are emerg- Selection glossary
ing technologies, reserved for early adopters. Definitions for the main technologies to be explored
Technologies are arranged by group: devices, IoT, data etc. I AB testing I I Microservices I
Procedure for measuring Architecture software
the impact of a change in in which a complex group
one variable on achieving of applications is broken
a goal down into specialised
independent processes
I Analytics I to complete a task
Automated analysis and
interpretation of data I Virtual reality I
Interactive simulation
I Co-design I and immersive
Also called co-conception, environments
involves a development
or creation process which I Sentiment analysis I
includes end users Also known as opinion
mining, sentiment
I DevOps I analysis of dematerialised
A method for aligning all textual sources across
the information system large amounts of data
teams around a common
business objective I Speech to text I
Automatic voice
I Emotion recognition I recognition
A method for
automatically identifying I Wearable devices I
human emotions Connected objects that
are worn on the body
I Eye tracking I
Gaze and eye behaviour
monitoring techniques
to measure the point of
gaze and motion
I Gesture recognition I
Computer technology for
interpreting gestures
I Artificial
intelligence I
Discipline seeking to
recreate or simulate
intelligence
I IoT (Internet of
Things) I
Connected objects
I Machine learning I
Giving computers the
ability to learn, part of
artificial intelligence
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26
DIGITAL
PLATFORM
BUILDING A DIGITAL
BOOSTER PLATFORM
IN BRIEF
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BUILDING A DIGITAL BOOSTER PLATFORM
WHO? IT DIRECTORS
Authors note: we have taken Geoffrey Moores vision of a gradual evolution from a System of Record to a System of Engagement
in the digital universe. This view, shared by many information systems practitioners, including Forrester, is used to describe an IS
implementation trajectory in digital transformation.
28
BUILDING A DIGITAL BOOSTER PLATFORM
1 / BUSINESS
System of Record: highly secure and high
availability level, it hosts critical business data
and, in general, the legacy of the company or
producer factories.
2 / PRODUCTION
System of Automation: very real-time,
it collects information and controls various
production machines and the different IoT.
3 / CLIENTS
System of Engagement: very flexible and
agile, it is central to digital transformation.
4 / CENTRE
System of Mediation: the interface between
the above three systems. The System of
Mediation is the backbone of a digital IS
segmented into three. It exposes both
internally and externally modular and open
business services through APIs, and
orchestrates applications in the transactional
system, providing a business with digital agility.
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BUILDING A DIGITAL BOOSTER PLATFORM
RULE 1 / BUSINESS
SYSTEM OF RECORD: legacy of they allow all distribution channels to rely on their infor-
the historical system mation and unit processes.
A System of Record needs to incorporate stabil- Note: even though it may be constructed on the base of
ity, security, an ability to work in real-time the existing system, the System of Record must also
and robustness. This is achieved by building it adapt to meet customers immediate needs. Again taking
around software packages or vertical business the banking and telecommunication sectors as our
solutions, which must demonstrate their particu- examples, the hosting of bank accounts must, of course,
lar strengths. run in real time, and telecoms operators must activate
the services requested by customers in real time.
Conducting precise and standard
functions within the company
The System of Record can run software readily available
on the market and exploit standard functionalities. It is
divided into components performing a specific function.
In the banking sector, for example, it will handle the
creation of a bank account or provision of credit facilities.
Within a telecommunications company it will provide
SIM card management. The functions it performs are
often standardised in the sector and have no direct
impact on a companys marketing differentiation or
distribution channels. Existing IS, sometimes still built on
mainframe technology, fulfil this role.
30
BUILDING A DIGITAL BOOSTER PLATFORM
RULE 2 / PRODUCTION
THE SYSTEM OF AUTOMATION RFID technology connects products
exploits in real time information to industrial processes throughout
from automated production machinery their life cycle and eases logistics
and IoT With the emergence and more widespread adoption of
RFID technologies the life cycle of products from
Just like the smartphone that connects custom- manufacture through to distribution can be better
ers to companies in real time, the industrial managed. RFID chips are capable of registering much
internet is targeting the same revolution in product information and can improve traceability and
manufacturing processes through the integra- product maintenance, while reinforcing their safe use or
tion of IoT technologies, Big Data and RFID in guaranteeing authenticity. Promoting the exchange of
production facilities. information between each partner in the supply chain
means products can be quickly located and stock more
Sensors connected in real time finely managed.
to optimise industrial maintenance
The factory of the future will be more responsive and
efficient thanks to the use of sensors connected perma-
nently to the IS and technologies from the IoT. These
advances introduce the possibility of exploiting data for
preventive maintenance. Preventive maintenance, tradi-
tionally based on calendar cycles, can then be improved
and adapted to actual equipment use. Using Big Data
technologies to exploit data from sensors provides new
information useful for maintenance. Taking the trans-
port sector as an example, trains and aeroplanes can
now communicate continuously, detailing wear of each
of their vital components. This means maintenance can
start at the most appropriate time and safety levels
raised.
Comprehensive integration of
the System of Automation for real-time
adaptation of production tools and
on-demand manufacture
Real-time communications between the systems
responsible for order taking and automated manufac-
turing machinery make it possible to automatically and
directly adapt production on demand. Furthermore, this
reactive capacity can be tailored to requirements. The
program for automatic production machinery can be
adapted in real time, according to the configuration
required by a client upstream in the chain.
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BUILDING A DIGITAL BOOSTER PLATFORM
Naturally digital, open and agile, the System Well-equipped APIs constructed for
of Engagement ensures the company and its IT industrialisation and open to
business concerns are closer to customers, the company and its ecosystem
partners and employees. The System of Mediation is the authentic backbone of
the IS, connecting the company to its ecosystem. It
Development teams rely on agile provides the transversal functions of the companys IS in
organisation and user-centric experience the form of APIs focused on microservices. It is essential
to produce new digital tools in the that its deployment and development follow the princi-
System of Engagement. ples of advanced industrialisation. The system should
The first step in conducting an IS digital transformation therefore use components based on open technologies
project is to envision the product or service that needs which are interoperable, able to interact in real time and
to be delivered, in a process which is resolutely focused can orchestrate and expose the business services in the
on the user experience. Indeed, in this digital world, System of Record. Different versions of APIs must be
users, whether they are customers, partner or employ- managed to limit upstream impacts in the System of
ees, are more important than organisations. The System Engagement and among partners.
of Engagement relies on APIs, microservices and
processes exposed by the System of Mediation to A set of real-time metrics on functioning:
orchestrate the necessary back office functionalities. load, response time and availability
API entry points are designed and equipped with the aim
of real-time management of their use by different
RULE 4 / CENTRE
channels and for real-time prioritisation if needed. For
THE SYSTEM OF MEDIATION, example, it may be necessary to give preference to one
conducting the orchestra distribution channel over another as part of a specific
marketing campaign.
The System of Mediation System is the backbone
of the digital IS. It provides a company with
digital agility through its exposure both inter-
nally and externally of modular and open APIs, The System of Mediation
and orchestrates the different business services brings together the best of
of applications in the System of Record.
three worlds: the robustness
of the System of Record,
Exposing APIs both in the company the agility of the System of
and externally, and orchestrating
business processes Engagement and the real time
The System of Mediation provides orchestrated business of the System of Automation.
processes, bringing together the best of two worlds: the
strength of the transactional system and the agility of
the System of Engagement. Whatever the existing IS,
32
BUILDING A DIGITAL BOOSTER PLATFORM
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BUILDING A DIGITAL BOOSTER PLATFORM
WHO? IT DIRECTORS
Infrastructure
as a Platform
IN THIS CHAPTER Over time IS infrastructure has come to be
> Agile infrastructure seen as a mere technical service. But it gets
> Public Cloud
> Private Cloud a new lease of life in digital transformation,
> Legacy
becoming an accelerator of the process.
> Service catalogue
> Portal and self-service Required to communicate with the legacy,
> DevOps
> End-to-end management
new services and external services,
ITinfrastructure needs to be transparent
and easy to access for company users. This
can be achieved through implementing an
infrastructure project, using the concept of
infrastructure as a platform.
34
BUILDING A DIGITAL BOOSTER PLATFORM
with a level of service that is appropriate for digital become progressive. It becomes possible to innovate
transformation. and launch new services without CAPEX, to move
> Flexibility in IT services thanks to a service catalogue forward with the right to make mistakes. It is essential
which constantly evolves through the integration of for the implementation of digital projects and crucial to
components from both within the company and from digital transformation.
the exterior (legacy, private and public cloud).
> The ability to provide autonomy to users and the All this means that the old infrastructure is transformed
same comfort level they experience in their private into an open services platform and the legacy is opened
environment: multiple devices, fixed or mobile, portal up with no disruption in service.
for services and self-care tools. Finally, they must
provide pay-per-use. IMPLEMENTING INFRASTRUCTURE
PROJECTS
Towards a pay-per-use
services platform Essential steps taken with agility
Despite the huge demands placed on availability, perfor- We must develop agile infrastructure to conduct a digital
mance and security, over the past 20 years, IS infra- transformation infrastructure project and, simultane-
structure has been regarded as a more technical service. ously, give more autonomy to business units to control
These demands are now even greater, with IT infra- the resources it provides.
structure and the emergence of agile infrastructure
approaches such as the cloud becoming a prerequisite Logically, we can break the infrastructure project down
and accelerating force in digital transformation. into steps: introducing an IT platform which is available
to users; optimising and ensuring security in the under-
These new technological approaches are being accom- lying infrastructure in exchange and business systems;
panied by changes in financial models, in particular, providing autonomy to users through self-service tools
pay-per-use pricing, which offers a clearer view on the adapted to the purpose and, finally, bringing agility to IT
infrastructure consumed. It is a genuine breakthrough infrastructure deployment projects.
because this modern infrastructure means that IT costs
Using a service catalogue to highlight
the infrastructure components vital
to digital transformation projects
Empowering the user
BEST PRACTICE
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BUILDING A DIGITAL BOOSTER PLATFORM
36
BUILDING A DIGITAL BOOSTER PLATFORM
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BUILDING A DIGITAL BOOSTER PLATFORM
Atle Rnningen
HEAD OF INFRASTRUCTURE
TRANSFORMATION,
SOPRA STERIA, NORDICS
38
BUILDING A DIGITAL BOOSTER PLATFORM
WHO? IT DIRECTORS
Cyber security
integrated
into the Digital Booster Platform:
a comprehensive approach
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BUILDING A DIGITAL BOOSTER PLATFORM
Traditional security thrown into question technologies. The wider connections to the IS also make
For many years a compartmentalised approach has been identity management and authentication more complex
employed for IT security: securing infrastructure, compart- due to large and highly diverse user groups. The arrival of
mentalising data, limiting the number of users and their connected objects, many of which collect personal infor-
rights. However, digital transformation throws this tradi- mation and can create new vulnerabilities, also raises
tional approach into question because systems are questions about privacy protection. In addition, the
increasingly connected and data flows throughout the IS. proliferation of SaaS applications brings added risk.
More specifically, applications and business data are now Given these new challenges posed by digital transforma-
available to clients and suppliers using networks and tion, it is essential that an adequate level of security is
machines which the company can no longer control, implemented. And in a situation where everything is
including smartphones and personal computers, being transformed, the traditional approach is simply not
connected objects, the networks of sub-contractors and enough. A comprehensive and fully redesigned security
suppliers etc. In addition, there is a change in the nature strategy must be implemented for successful digital
of data, which is becoming less compartmentalised, less transformation.
structured and appears in ever-larger volumes, making it
harder to analyse suspicious behaviour. Another factor is
the coexistence of older applications alongside new A comprehensive and
fully redesigned security strategy
must be implemented for successful
CASE STUDY
digital transformation.
SQL injection at the UN
In December 2015, a group
claiming to be from Anonymous
This requires real vision, taking into account all aspects
hacked a UN site containing a list of of the transformation and providing a coherent approach
the participants at COP 21 and to security. The process from strategic choices through
revealed the personal data of more to implementation in processes, applications and infra-
than 1,400 people (name, email, structure needs to be managed.
phone number, security question
to change the password etc.). Yet, The end-to-end approach targets two main objectives:
according to the press, the hackers protecting the privacy of clients and employees (personal
used an SQL injection, a classic data), and protecting the business (IT resources and
attack which is usually easy to
production data). The introduction of the General Data
block. A simple risk analysis would
Protection Regulation in the EU will go in this direction.
have shown that the data on the
site could be of interest to
hacktivists or less scrupulous
IMPLEMENTING SECURITY
governments, and that the raised
risk level required appropriate Developing an end-to-end approach
security measures such as not Given the circumstances, it is essential to employ an
storing personal data on the site. end-to-end approach which is comprehensive, coherent
and based on risk analysis. By taking into account the
impact digital transformation has on information
40
BUILDING A DIGITAL BOOSTER PLATFORM
Often developed internally, it is rare to find applications Therefore particular vigilance is required to ensure
that are adequately secured because developers still security in authentication systems and identity manage-
receive too little training in writing secure code. ment. There are some measures that can be taken to
However, code reviews and vulnerability scanners help achieve this. First, minimise as much as possible the
make the most classic flaws easy to identify. Training is number of high-privilege users and accounts. Second,
required to ensure the tools are used effectively in the separate those profiles with rights to create sensitive
search for these loopholes. data (such as money transfers) and the profiles which
validate these actions. Third, establish regular reviews
Once an application is deployed, it can be very difficult to of access rights. Finally, have a demanding policy for
secure if the architecture was not conceived with password management and introduce a multi-factor
security in mind or if the technology used is flawed. authentication system for sensitive processes.
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BUILDING A DIGITAL BOOSTER PLATFORM
42
BUILDING A DIGITAL BOOSTER PLATFORM
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44
BUSINESS
PROJECTS
HOW TO STEER COLLABORATIVE PROJECTS
TOWARDS DIGITAL TRANSFORMATION
IN BRIEF
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WHO? BUSINESSES
Steering
the trajectories of
digital projects
IN THIS CHAPTER We have to steer business projects towards
> Principle of evolution digital transformation while simultaneously
> Agile approach
> Project typology dealing with strategy issues and the
> Preparation
construction of a Digital Booster Platform.
> Reframing
> Testing So the first step is choosing which model
we use to help guide project trajectories.
IN BRIEF Trajectory is key to transformation, distribution that generates advertising revenue from a
describing the general approach taken at each model based on publishing, page setting, printing and
phase and at all levels of implementation. circulation of copies? Beyond the question of which
Typology, preparation and reframing are crucial strategy to adopt lies the issue of which trajectory the
to form the bedrock for the kind of transformation should take when changing to a different
transformation in which the human element is economic model, whether it be for an IS system (see
a central feature. Five types of trajectory are p.28), infrastructure (see p. 34) or business (see p. 45).
available, chosen according to company status
and the nature of the teams involved. Each one SELECTING THE RIGHT MANAGEMENT
is implemented using an agile approach which MODEL FOR DIGITAL PROJECT
empowers stakeholders. TRAJECTORIES
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CONDUCTING BUSINESS PROJECTS
The chrysalis,
aka transforming the whole The final choice of model depends
organisation from within
not only on the willingness of the
Executive management provides the
initial impetus and, gradually, all the internal forces take
management team and the competitive
up the baton. Initiatives are conjured up in one depart- environment, but also on how well
ment and rebound in another. This type of transforma- these teams are accepted.
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GOOD PRACTICES FOR AGILE developments - and even the Digital Booster Platform -
MANAGEMENT OF DIGITAL PROJECTS two or three times before hitting the right level. Since it is
difficult to admit failure, it is essential to consider the
Integrating permanent evolution possibility of disappointment from the planning phase.
principles into project preparation
Establishing the basics, putting the principles of evolu- Aided by technology, this approach means we can work in
tion into place and allowing creative freedom to flourish alternative ways. For digital projects, it is useful to think
are key tasks. Preparation is vital to a digital project: it is differently about programming and to introduce the princi-
essential that the first agile sprints contain a description ples of delayed differentiation and permanent evolution.
of the business process, a list of workflow between
partners and the definition of an initial data model (which Predicting the need to reframe projects
describes the presentation of data within the business How to drive major change
organisation). And, finally, the expected functionalities Similarly, the work breakdown structure is free to evolve
should be ranked according to what they bring to the over time. Each element is designed to produce a deliv-
business and their stage of development. erable which can be put into production with opera-
tional functionality throughout. All project stakeholders
We can then design the work breakdown structure for need to be aligned in a coherent work breakdown struc-
developing the Digital Booster Platform, with these ture to ensure that every package delivers a result
sub-divisions underpinning the different production which can be put into service. Each package brings its
versions. Yet care is needed on a fundamentally important own business values.
point here: success at the first attempt can be deceiving. A
reiterative model is therefore recommended. Versions
can be monthly because it may be necessary to change
EXPERT OPINION
BEST PRACTICE
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WHO? BUSINESSES
Management 3.0
The human element and collective
intelligence at the heart of projects
back at the heart of projects. Whether they are > Collective intelligence
> Visual management
from IS departments, business units or > Project platforms
> MVP methodology
management, all collaborators are given the
> AB testing
means to develop effective collective > Transformation teams
> Manager 3.0
intelligence. Transformation also requires
the application of manager 3.0 principles.
IN BRIEF Digital projects cannot be managed particularities. More specifically, agility is required not
in the same fashion as a traditional project. only in processes and methods but also in organisation
Agility is at the heart of all processes and and the role of the manager needs to be reconsidered.
methods, and project organisation should be just
as adaptable. As seen in the development of new For speedy decision-making and to avoid setbacks, it is
technologies, management 3.0 creates new links important to establish a new organisational system
for a truly liberated company. It is crucial that based on individual responsibility, multidisciplinary
management 3.0 be encouraged at all stages of teams, lightening the load of checks and procedures and
the transformation. shortening reporting lines.
Project governance needs to change Manager 3.0 gives each team member greater autonomy
We have identified the keywords in digital transforma- in decision-making and organisation of their workload. It
tion: agility, speed, continuous adaptation and pleasure. marks the end of surveillance, procedures, checks and
But to meet these aims, a transformation project cannot pyramid-like chains of command. It is replaced with more
be managed in the same way as a traditional project transversal and transparent exchanges of information,
(such as those based on the V-cycle, for instance). Project experienced staff trained by their juniors, and an even
working methods and governance present their own greater amalgamation of talent.
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Manager 3.0 helps explain the why of a project and Generally speaking, lean project management will need
provides a shared view of its purpose. It allows project to be implemented: autonomous teams, short and swift
team members (from business, IT and support teams) to decision-making processes, continuous improvement,
throw off the shackles of hierarchy and encourages the visual management and an extended project platform.
creation of communities of practice, where each partici-
pant brings their own expertise to the table (they are no Extended project platforms
longer merely the bosss mouthpiece). Removing the and visual management
supervision of collaborators brings a major boost to The traditional project platform enables IS teams,
reactivity. Manager 3.0 offers a framework favourable to businesses units and internal and external resources to
the emergence of collective intelligence. be brought together in one place. In a large project, an
extended project platform complements this arrange-
Using collective intelligence is particularly well-suited ment by facilitating multiple locations, albeit with a
to digital transformation projects. Innovation stimu- standard platform where everyone meets on a weekly
lates creativity and the co-construction of scenarios basis. The platform is therefore made up of several sites,
for change or rupture. Further, it encourages everyone one of which is the reference site. It takes shape through
to become involved and promotes a good working the use of collaborative digital tools that facilitate
atmosphere. task-sharing, such as Asana, a project management appli-
cation that enhances email-free collaborative working.
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Visual management relies on indicators which are which often takes up an entire section of wall, facili-
analysed daily, providing a physical view of key tates negotiation and helps identify the impact of
information to all project stakeholders. Its principal aim unexpected developments.
is to track activity and priorities. This visual readout,
Managing through relations data and knowledge transfer, The main skills of a 3.0 manager
Work is often conducted at a without using them as leverage comprise collective intelligence,
distance, across multiple sites, for integrating emotional and agility and the ability to motivate
while travelling and across time relational processes. When used teams, thereby inspiring
zones. Project members, as a motivational tool, they confidence and trust.
sometimes on the move or should constantly be adjusted to
teleworkers, but they become take into account the This style of management
autonomous individuals who are expectations of collaborators: requires a broad knowledge
well-connected, well-equipped Can they do the job? Do they base, the smooth flow of data
and networked. They sharpen want to do it? Are they interested and the capacity to work as a
their tools, hone their methods in doing it? Are they given the team. The horizontal approach
and increase their know-how and opportunity to do it? also involves the decentralisation
commitment through these of responsibilities, greater
professional experiences. The transversal manager - no flexibility and the development
hierarchical management of transversal competences. As a
Such developments, however, can Whether it is for leading a consequence, it becomes
sometimes lead to tension. The project, as an organisational possible to transcend a projects
challenge for the manager is to process or for working as part of hierarchical structure and to
nurture relations and to a network, the manager needs to reconsider roles, jobs and the
understand how to foster learn how to motivate without functions of different project
relationships and help them thrive hierarchical management. This team members.
by employing a management transversal management
rationale based on trust. provides a horizontal view of the The managers role is evolving
company. In other words, one ever closer towards leadership.
Digital tools are essential in this that goes beyond the functions It is no longer a question of who
management approach, but this of top-down management. It knows best. Rather, it is
is often a complex issue since not favours decompartmentalisation, someone who points the way and
everyone shares the same views and combines and links the brings the team on board. This is
and expectations. Hence the businesses, skills and resources often achieved when there is a
temptation to use new necessary for a shared outcome greater collective drive and less
technologies simply as tools for designed to produce results. individual ambition involved.
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2 I Anticipation and
a new role for managers
Each of the tools described here, and particularly the
the teams energy in order to expand
collective intelligence and
extended project platform, demand greater anticipation enhance efficacy.
and assign a new role to managers. This role is that of
manager 3.0: someone who communicates to every Loc Lemoine
member of the team the projects significance, the issues
SENIOR MANAGER, EXCELLENCE HR,
and the objectives. They also provide a clear vision of the
SOPRA STERIA CONSULTING, FRANCE
cathedral under construction. Managers are therefore
an essential link for sharing meaning and uniting stake-
holders. They can call on new digital tools to convey this
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CONDUCTING BUSINESS PROJECTS
WHO? BUSINESSES
Transformation
teams The strongest link in
digital transformation
comes from its teams, a new type of which is > Reference system
> Incertitude
emerging: the transformation team. This ad > Short cycles
> Coaching
hoc group is created specifically for and by
> Emotions
transformation. Here we examine its profile > Openness
> Commitment
and characteristics.
IN BRIEF At all stages of digital The need for a new kind of team
transformation, whether for To facilitate and speed changes in governance and
business, IS or infrastructure, and working methods, companies must draw on a new set
during the implementation of each of methods, concepts and processes. Very often these
iterative or agile cycle, these specially are externally sourced because the company looks
created, temporary transformation elsewhere in the search for ways of renewing itself.
teams have a mission: importing new
working methods from a reference If this kind of grafting process is to flourish, it is essential
system applied to digital that the new approach is embodied by a team whose
transformation. mission it is to introduce new working methods, hence
the transformation team.
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SELECTED PROFILES
Here we present a selection of profiles showing how the core of a transformation team could be assembled.
THE SCOUTS
These are movers and shakers. They are non-conformist
and bring a fresh, inquisitive eye to the introduction of new
methods. They build and reconstruct teams in unexpected
Norbert B.
ways and apply agility at every stage.
Delivery manager,
digital banking projects
32 years old I
PROJECT DIRECTOR
BANKING SECTOR I
FRANCE
Ola H.
Strategic advisor
47 years old I MISSION
DIRECTOR DIGITAL
Implementation of
TRANSFORMATION I
NORWAY BforBank offering
everyday banking
products and services
MISSION online (accounts
Project director for creation, web and
business consulting mobile client space,
delivery projects. CRM tool).
MY ROLE IN TRANSFORMATION
An iterative approach
Digital enterprises operate in transparent
involving all actors, from
value networks, connecting the dots
in a complex heterogenic environment.
operations to services.
Technology enables fact based customer
insight and operational overview
in real time through data collection and
MY ROLE IN TRANSFORMATION
predictive analysis.
Implementation of shared visual
management among teams and
client, and iterative steering with short
Digital transformation
cycles to integrate feedback in
is less about technology and
real-time.
more about new ways of
working to create value.
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CONDUCTING BUSINESS PROJECTS
Markus L.
Digital driver
49 years old I DIRECTOR OF
BUSINESS UNIT CONSUMER AND
AUTOMOTIVE FINANCE I GERMANY
MISSION
Driving the cultural
change of digitalisation
Paul M. and reactivating the
Transformation creative potential of an
Manager
agile organisation.
47 years old I
ACCOUNT MANAGER
I UK
MY ROLE IN
TRANSFORMATION
MISSION Together with my team
Providing the enabler technology and driving and supporting
services to support the transformation the agile digitalisation
of the UK Ministry of Defence (MOD) of our customers.
Logistics business.
Go for
MY ROLE IN TRANSFORMATION big change and drive
Leading the team through design, revolution instead
build, testing and implementation of of evolution.
the largest MOD Logistics Business
Transformation Programme in decades.
Focusing on customer culture,
understanding their challenges and
demonstrating agility by responding to
an ever changing operational
BEST PRACTICE
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In specific terms, collaborators will see that the new In the field, there is no question of the transformation
practices, which have been publicised and discussed, are team settling on a standard approach that does not
actually easily and effectively applicable to their context. chime with the company culture. Rather, the team must
This is very much business not as usual and drives the adapt to each context and work in synergy with the
silo effect out of businesses. It inspires the creation of a project, in particular by pre-empting its evolution, reallo-
new toolkit which is the fruit of the vision of the trans- cating resources when priorities change and proactively
formation team and the company's initial context. suggesting solutions.
Characteristics of team
BEST PRACTICE
members
Soft skills are the bedrock for collaborators in
the transformation team. The keywords are:
> Teamwork
> Listening
> Commitment
> Empathy
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THE INTERFACERS
They customise the answers given to partners,
creating the appropriate interaction between
new technologies and users to generate
optimised and engaging digital solutions.
Emily W.
Strategy and integration
Marion C. 34 years old I HEAD OF
Understanding SERVICE DESIGN I UK
user contexts and
the needs of SI
end-users
MISSION
28 years old
I HEAD OF UX To integrate service design into IT by
OFFER STUDIO designing strategies and tools to enable
AND ERGONOMICS the successful design and delivery of
I FRANCE
experiences at scale to create better
outcomes for people and business.
MISSION
Overhaul of traveller
information in SNCF Quick adaptation
train stations. and innovation are essential
to respond to shifts
in the market.
MY ROLE IN TRANSFORMATION
This was a typical digital
transformation project where
travellers now access information MY ROLE IN TRANSFORMATION
automatically via a multi-channel I manage a team of great people
support. across the UK, delivering engaging
experiences for customers by creating
scalable solutions to empower
Revolutionising businesses and users."
the user-experience
of digital projects.
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Markus L.
Reducing the stress of change
31 years old I MANAGER BUSINESS
CONSULTING INDUSTRIES I GERMANY Marc T.
The voice of the
customer
MISSION 44 years oldI
DIGITAL TRANSFORMATION
Supporting the
CONSULTANT I SPAIN
transition of
companies into the
digital era.
Digital transformation
MY ROLE IN means overall cultural
TRANSFORMATION transformation.
Championing agile
and digital methods
in companies to MISSION
trigger transformation To help companies undergoing
potential and always transformation to make the most of
including all relevant stakeholders in the new digital opportunities.
digital transformation. In a digital context,
silo thinking between departments is fatal.
MY ROLE IN TRANSFORMATION
Digital transformation means strategic
Never underestimate organisational change, I help companies
to reinvent their organisations
the need for management
and strategies through the use of
changes to tackle
digital technologies, while remaining
the transformational
focused on the customer's needs
stress experienced
and perspectives.
by digital migrants!!
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THE CHANGERS
They keep watch on current digital practices, support
novices and reassure the more recalcitrant to ensure
the digital approach is embedded in the culture of
Rmi M. companies and public organisations.
The expert in digital content
and digital experience
51 years old I DIRECTOR
CONSULTING AND
INNOVATION I
SWITZERLAND
Julius S.
The pilot of potentiality
MISSION 37 years old I HEAD OF BUSINESS
CONSULTING INDUSTRIES I GERMANY
Deliver digital
roadmaps to help my
customers to adapt
MISSION
their organisation,
Unlocking potential as
tools and mindset to
a trusted advisor
get the most out of
through digital
digital transformation
strategies and
benefits.
successful
transformations.
To be able to inject
innovation into existing es, MY ROLE IN
and make TRANSFORMATION
this mechanism sustainable From strategy to action
in time to create an and through creative
adaptive organisation. spirit and innovative
technology, we transform ways of doing
business, focusing on customer needs,
in order to ensure economic value and
MY ROLE IN TRANSFORMATION sustainable growth.
I bring the vision, the digital approach
and the road map to the new digital
destination. I try to generate enthusiasm Potential and openness
and commitment for the fantastic are the two turbo-jets
opportunities generated by digital of the digital transformation
transformation. aircraft: to move
forward, they both
have to thrust together.
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Philipp S.
Hands-on transformation
clairvoyant
36 years old I PRODUCT MANAGER IAM
AND API MANAGEMENT I GERMANY
MISSION
Shaping and guiding
Axways product
Alexandre G.
strategy for identity
The heart specialist
and access
40 years old I HEAD
management as well OF SOPRA STERIA
as API management. CONSULTING I BENELUX
MY ROLE IN MISSION
TRANSFORMATION Transformation incubator.
Understanding the
implications that
digital transformation may have for our Digital transformation
clients and ourselves as well as detecting places people back
trends, finding solutions to current and at the heart of
future needs and also getting my hands the company.
dirty and getting something done.
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CONDUCTING BUSINESS PROJECTS
Max R.
Tina G.
The innovation
Work differently
guide
45 years old I PROJECT MANAGER I
45 years old I
GERMANY
HEAD OF DIGITAL
I ITALY
MISSION
Account manager for
The word digital
Deutsche Bank IT.
will become redundant. Instead
we shall focus on creating
new interfaces to interact MY ROLE IN
with smart machines. TRANSFORMATION
As in human life, dialogue We support our
will become central again. client in introducing
new methods of
working together
by using DevOps,
MISSION thus enabling them
Devise and support transformation via a to react faster, deploy
human-centred, technological approach. changes more frequently to production
and above all collaborate in a new, target
oriented way.
MY ROLE IN TRANSFORMATION
Helping our customers and colleagues
to innovate: in terms of their Collaboration is
communication, proposals, processes, key organisations need
the way they share ideas and content to change the way
via a holistic, user-centred and natively
they work together to take
digital approach.
full advantage of the new
possibilities arising
from digitalisation.
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THE MAKERS
They develop easy to use digital solutions and
design modern architecture to construct intuitive
mobile applications.
Ben A.
General integration
master
31 years old I SENIOR
ENGINEER I UK
Jocelyn N. MISSION
Passionate about Digital Transformation at National
development Savings and Investments (NS&I).
29 years old I ARCHITECT
AND ARCHITECTS
COMMUNITY MANAGER I
FRANCE
Our long term goal
is to reduce the time
MISSION between an innovative idea
Implementation of BforBank's digital and an implemented
daily banking service. Design of the project in the wild.
architecture for web applications for
general use.
MY ROLE IN TRANSFORMATION
Technical Architect responsible for overall
MY ROLE IN TRANSFORMATION
architectural integration of the Sopra
By developing adaptive sustainable
Banking Platform into the NS&I eco
architecture, I laid down the technical
system. We have upgraded to version 3 of
foundations for modern online banking.
the Sopra Banking Platform as a first
phase of introducing a service based
The key for successful dynamic digital banking platform. The next
phase is the introduction of an API
digital transformation
Gateway to allow dynamic
is to let customer
consumption of banking services.
experience guide
decision-making.
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Elvira T.
Mobile applications technician
26 years old I MOBILE DEVELOPER
IN DIGITAL TRANSFORMATION I
FRANCE
MISSION
The creation of the
BforBank bank
account mobile
application.
EXPERT OPINION
MY ROLE IN
TRANSFORMATION Autonomous responsible
In the banking field, human-scale teams ready to innovate
mobile applications and experiment. Agile and
are an essential
responsive, they provide short cycle
element of digital
transformation. They are the bank's made-to-measure solutions. Over
showcase. In close liaison with five years we have developed
the client, my role was to develop the the maturity to effect large-scale
whole application, from screen design
transformations using agile approaches
to store publication, and provide
maintenance.
with greater chances of success
than the traditional V cycle. This is
what a transformation team
Mobility isnt can bring.
just about mobile
applications. It plays
Olivier Gervaise
a central role in
digital transformation. DIRECTOR OF DIGITAL BANKING AND
TRANSFORMATION TEAM CREATOR,
SOPRA STERIA CONSULTING, FRANCE
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THE GEEKS
They open the door to digital transformation for
conventional information systems, while ensuring
access is secure.
Manoj B.
Jeroen C. The Cyber Security
The data expert superhero
39 years old I BUSINESS AND 35 years old I HEAD
INFORMATION MANAGEMENT OF SECURITY PRE-SALES I UK
CONSULTANT I BENELUX
MISSION
MISSION Ensuring that our customers embark on a
Advising clients how secure Digital Transformational journey
to: use data assets with cyber security in-built throughout.
effectively to enhance
business; make their
organisations Every day
data-centric; and drive we should all wear
their business on their our cyber security
knowledge potential. superhero cape!!
MY ROLE IN
TRANSFORMATION
Ensure that the critical value of data is MY ROLE IN TRANSFORMATION
recognized by the organisation and a data We all have a responsibility to consider
culture is established which allows both cyber security in a world where we are all
business processes and decisions to become exposed at both an individual and corporate
largely data driven. level to the increasing threats of cyber
criminality. Cyber security is about
providing protection to our customers,
Data is the lifeblood of their data and their systems.
the digital world. Lets get it
in shape.
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WHO? BUSINESSES
Innovation
What steps should be taken and
which tools should be used?
IN BRIEF Innovation is key to digital sectors are affected: business models, product offers or
transformation, encompassing not only the customer services, certainly, but also organisation,
product or service, but also customer relations. processes, means of communication, forms of manage-
In a phrase we need to renew the customer ment, the technologies used... even workspaces.
experience. But we also need to go further.
Innovation must be found at all levels of
the organisation and processes if we want to USEFUL ADVICE
deliver effective customer performance. How do
we achieve this? Here are some rules for An iterative approach to innovation
good innovation. Because we are searching for creativity does not mean
that the innovation approach should be void of struc-
Innovation is essential to meet ture. On the contrary, innovation specialists have devel-
new challenges oped methods and tools to promote and accelerate
Emerging challenges act as drivers of transformation creativity, to compare ideas and select the most perti-
and company priorities have to be revisited. nent ones. Implementation is based on iterative cycles in
order to structure the conception and creation process,
To be truly transformative, an innovation approach is and to quickly develop and test concrete viable proto-
needed to support digital transformation. All business types under the Fail Faster principle.
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BEST PRACTICE
Agile development in
The co-design concept combines collective
short-cycles is essential to
working methods used to co-design products, services,
avoid getting lost in the
practices, new organisations or processes and to build a
wrong direction. Thanks
vision and strategy, all in the form of collaborative to lean start-up, a company
approaches. It draws on collective intelligence. focuses only on the
essence of the project.
The principle of this group work is to enable stakeholders It dwells only on what
(including users/consumers/end customers where is essential. For fast
appropriate) to co-design, co-create, efficiently, over innovation, the re-use
a short period of time, and it aims to be fun. It allows of components
itself to boost and channel collective creativity and reach and technologies helps to
consensus. accelerate the production
of a prototype.
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Alexandre Goeffers
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FOCUS: CO-DESIGN
CO-DESIGN METHODS
FOR COLLABORATIVE PRODUCTION
Co-design methods create a collective experience that encourages the confrontation of
different viewpoints and creativity (1 + 1 = 3!), while ensuring that decisions are taken and
that proposed solutions are effective.
Focus on Rapid Design Thinking in their place and thinking like they would. Human
Rapid Design Thinking takes its inspiration from beings have a natural tendency to adapt to
different fields (arts, social studies, science and uncomfortable situations and can then lose sight of
technology, philosophy etc.) to find new concepts, and the initial problem. Therefore, the only way for
enable innovation by focusing on existing uses or by design thinkers to detect a real need and respond to
indirectly involving the beneficiary. A development it with relevant innovation, is by putting themselves
process is led for a product or service, often innovative, in the users shoes in an empathetic way. Personas
by implicating the end user or the beneficiary. Here are can be used.
the key points.
3 Establishing a diagnostic and formulating a
1 Finding concepts: starting with simple ideas, problematic: the synthesis of user experiences
search for related concepts, borrow illustrations from involves making a simple and relevant formulation of the
external disciplines, sometimes far-flung. Rapid Design needs of the changes target population, which may even
Thinking helps us to step outside of the given be unconscious. This problematic is a response to the
framework for current practices by stimulating the question why change which comes long before we think
creativity of a group. about the how.
2 Putting yourself in users shoes: beyond the 4 Searching for possible solutions: it is essential
classic approach to identify uses and needs, it is about that the team can express themselves with complete
surveying everyones experiences, by putting yourself confidence in order to speak freely and compare
points of view, which results in the birth of
creative ideas.
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WHO? BUSINESSES
Introducing change
into businesses
IN THIS CHAPTER Digital transformation has a significant
> Change impact on HR and operational management.
> Business vocabulary
> Service management The transformations which should be
> Client relations
implemented challenge sociologists, HR
> Service continuity
departments and social organisations. Digital
transformation projects also directly affect
the way operational services see their
profession and conduct their work. Delivering
a new service or introducing innovation
changes the profession. Here we present a
state of play and the rules to follow for
businesses in the process of transformation.
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1 I Transformations driven
by digital projects
All transformation projects are designed to make
no longer just to fine-tune the operation of their service.
The manager is now an actor in the permanent transfor-
mation that business services must tackle. As an owner,
business processes evolve, including how professions managers are deeply involved with their associates in
are conducted, and sometimes will require new skills. agile transformation projects.
But the changes brought on by digital transformation are Maintaining excellence and consistency
a response to other requirements and are of a different in a context of rapid change
order. They deeply affect how operational services work. The service provided to customers and users must be
excellent in order to dodge disintermediation and obtain
These requirements fall into three categories: good feedback. Faced with competition from companies
> Speed and immediacy such as Booking.com, TripAdvisor and Uber, hoteliers and
> Excellence and consistency taxi companies are opting for excellence and introducing
> Integration of new concepts. loyalty schemes. All of the companys value chain, along
with those of its partners, is put to good use.
Changes brought on
by digital transformation
respond to requirements
Speed and immediacy: transforming that differ to those
quickly and reducing response times
habitually addressed
for customers and users
Time is precious and business services are influenced by by business services.
the speed at which they have to make changes. For
example, taxi companies responses to Uber must be
immediate, just like those of banks faced with FinTech. Integrating new concepts:
avoiding digital divide
In the past, profound changes in businesses appeared No business is immune to the arrival of digital and a
only every 10 or 15 years. Today, businesses must new vocabulary needs to be employed to interact both
conduct ever faster changes. The role of the manager is internally and externally. Lots of terms marking a break
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CONDUCTING BUSINESS PROJECTS
2 I Accelerators
of change
Changes induced by the move to digital are fast. It is
management for controlling and adjusting the
actions that are to be implemented. Today, online
surveying tools are increasingly broadly available,
essential that management remains in control and
enabling active listening, interaction and
simultaneously supervises the quality of the service it harvesting of perceptions.
offers and the changes it has to make.
> App. Change Readiness Assessor: smartphone
Fortunately, digital offers a whole range of methods and and tablet application for assessing the
tools that contribute to the acceleration of change. acceptance level for change in a given project.
> Doodle: makes participants vote for trends,
options.
> Google Forms: one of the easiest and most
PRACTICE
stage and throughout the > U-STON/HR: social listening 2.0 mode (freedom,
entire project. Digital methods simplicity, responsiveness).
and techniques can be used
to accelerate change. Crowdsourcing
This concerns participatory production using the
creativity, intelligence and knowledge of a large
number of people, with work which can be
collaborative or tackled simultaneously. It gives
collaborators the opportunity to become agents
of their own change. It is intended to facilitate
the adoption phase of new uses.
Digital Working
This includes applications that enable people to
coordinate and work together, such as video
conferencing and telepresence applications or
document sharing applications such as Google Drive.
E-workshop
Several users interact remotely in a problem
solving logic using participatory workshop
techniques and a facilitator. All the exchanges
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CONDUCTING BUSINESS PROJECTS
are drawn up and addressed to the participants The learning process itself can be punctuated
in a collaborative fashion. using digital tools that engage not only learners but
also line managers before and after training.
The Workshop Factory is a software tool bringing Creating communities of learners is an accelerator
together dozens of participatory and digital for inculcating and extending learning.
e-workshops, quizzes and a live tweet to allow
a group to comment and ask questions live. Semantic analysis engine
Semantic analysis is an automatic interpretation
MOOC (Massive Open Online Courses), technique for texts written in natural language.
virtual classes, webinars and serious games Text mining, also known as text data mining,
The user undergoes distance learning interactively is an important application for automatically
and when they wish, either synchronously or extracting structured information from texts.
asynchronously thanks to different tools such as In change management, it helps to analyse texts
collective mental maps, educational wikis, and predict levers and expectations of writers
blogs and micro-blogs created in an educational beyond traditional information searches,
setting etc. Digital approaches promote fun and terminology extraction, automatic summary,
interactive teaching. monitoring etc.
Internal or external
social networks,
collaborative
workspaces
(communities, blogs,
wikis, chats)
Embodying collaborative
work par excellence, the
company collaborative
network is a social tool
used in 80% of large
companies. It is a central
tool which can be more
or less focused on
knowledge management
(KM), productivity and
business challenges,
communication and
social links etc.
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CONDUCTING BUSINESS PROJECTS
SIX RULES
FOR STEERING A BUSINESS PROJECT
Working in a network
1 Accepting uncertainty 3 with varied internal and
We cannot always do everything, straightaway and external business resources
flawlessly. which can be united or connected
Unlike a conventional project, digital transformation has Digital transformation requires the creation of the right
a moving target making uncertainty an inherent part of conditions for real cultural and human transformation
the process. Digital helps deal with this through an agile since it is, above all, a process with people at its heart. In
approach. Here, immediate perfection is an illusion: it is this regard, nurturing and managing talent is both an
built over time, while accepting that the initial vision is opportunity and a major challenge. But, after the initial
not necessarily complete and accurate, and that the rush of transformation, we need also to know how to
target can shift. reposition them in the organisation, in the right place
and position, and with the right level of recognition.
OBJECTIVE
OBJECTIVE
BUILDING IN UNCERTAINITY
Accepting that targets evolve and ensuring NURTURING TALENT
others accept this too. Making the company undergoing transformation
a real learning organisation.
MANAGING COMPLEXITY
OBJECTIVE
Learning how to grasp and tackle the inherent
risks in digital transformation. CONDUCTING CHANGE
Putting people at the heart of the system.
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CONDUCTING BUSINESS PROJECTS
5 No linear approaches!
The overlaps may be numerous but technology means Change
Management for the
agile approaches are possible.
transformation 3.0
OBJECTIVE
MANAGING INTERFACES
Treat with care the interfaces and overlaps
between different sites and themes in digital
transformation.
Building on islands of
6 digital initiative and quick wins
to inseminate businesses
The solidarity and commitment of the managerial line
shapes the success of digital transformation. Two main
approaches are available: the internal start-up or embark-
ing troops to inseminate through experimentation.
EXPERT OPINION
OBJECTIVE
Digital transformation can in some
INSEMINATING A DIGITAL CULTURE
Progressively tackling all businesses and businesses involve ongoing change over
ensuring management cohesion and a long period, while in others facing
consistency. fierce competition, it will involve rapid
and dramatic change. Knowing how to
manage and develop the business
culture and human side in both
scenarios is essential.
Elin Vik
DIRECTOR,
SOPRA STERIA CONSULTING, NORDICS
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TESTIMONIALS
# National Australia Bank
# Her Majestys Courts and
Tribunals Service
# Airbus
# Banco Bilbao Vizcaya Argentaria
# KBC
# Orange Business Services
# AccorHotels
# Media Markt
IN BRIEF
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TESTIMONIALS
Sopra Steria worked in close collaboration with HMCTS The Court Store and
and other partners to deliver digital transformation Bench Solution has been key
within the UK Criminal Justice System via the Court Store in enabling the modern
and Bench Solution: a new digital repository and
digital courtroom and assisting
document management system primarily for use within
the delivery of efficiencies
the magistrates courts.
accross the magistrates' courts.
The principal objective of this project was to deliver a
data store that is accessible from different devices Court Store and Bench Product Owner
and by individuals across the Criminal Justice System, HMCTS
and is capable of storing both structured and unstruc-
tured data.
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TESTIMONIALS
Digital transformation
is not just about technologies.
It also drives us to change
the way we work.
The Group has to deal with a huge volume of data, from Digitalisation enables to enhance relations between the
the design of aircraft to their exploitation, not forget- Group and its partners, clients and subcontractors. It
ting data around support and customer relations . All has also lead to increased turnover and created wealth.
this mass of data is disseminated both internally and
externally, the stakeholders are many but are not WHAT WE EXPECT
necessarily used to working together. Big Data, for FROM TRANSFORMATION
example, is a key issue for the whole of Airbus Group.
Each entity has had to speed up the development of Above all, digital transformation means we have to
their own business models because with data, the understand the potential of new technologies and how
boundaries between manufacturers, partners, suppli- they can be applied to industrial processes. Ultimately,
ers, OEM and clients break down. In the forthcoming digital transformation is not only about technology. It
years the major issue will be: who actually owns the forces us to change our business models and to choose
data of an aircraft in service? trustworthy partners.
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TESTIMONIALS
THE CLIENT CHALLENGE financial group in the world to launch a mobile NFC
payment solution with the BBVA Wallet a popular mobile
Banco Bilbao Vizcaya Argentaria, S.A. (BBVA) is a multi- application offering a number of functionalities, such as
national Spanish banking group, formed from the merger payments and secure management of card transactions
of Banco Bilbao Vizcaya and Argentaria in 1999. It is the through cell phones.
second largest bank in Spain and a component of the
Euro Stoxx 50 stock market index. So for BBVA, the challenge was not just about surviving
as a bank but about getting ahead as leaders in the digital
The challenges facing BBVA were similar to those of transformation of banking. Their goal? Innovation: to
many banks: how to react to the downturn, how to help their core services flourish; to create collaborative
respond to changes in customer habits and how to tackle strategies that can interact with all sectors of the global
new entrants. In the post-downturn period, laws and economy; and to change the whole industry at all levels
regulations became tougher in the areas of good practice from products and services to anti-fraud measures. In
requirements, control, and capital ratios, leading to finer the process, they would transform the whole company.
margins, higher costs, and lower earnings. As for its
rivals, digital transformation was crucial to remain WHAT WE EXPECT
competitive. FROM TRANSFORMATION
Customer habits have also changed and the banking The future of banking lies in digital transformation.
sector is faced with the challenge of providing relevant Digital transformation is about the way we live, breathe
services to the millennial generation those who have and work, we wish to be at the spearhead of digital
grown up with the internet for whom online transac- transformation. We are in fact a technical company
tions have become second nature. BBVA however were giving financial services.
also interested in emerging markets, where banking
habits are less culturally ingrained, making them more Marisol Menndez lvarez,
open to rapid technological change. Open Innovation Manager, BBVA Group
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TESTIMONIALS
THE CLIENT CHALLENGE Among a few of the initiatives their Change and Commu-
nicate campaign has launched are: Inspiration Days,
Belgium-based bank-insurer KBC has felt the challenge full-day sessions where innovative external businesses
of the new paradigms created by the digital wave, which are invited to share their stories; Inspiration Sessions
have not only set lower entry-levels for new entrants with strategy updates for personnel as well as talks from
but have also changed customers' expectations. external speakers; an Innovation Fair, bringing together
start-ups, companies, entrepreneurs and colleagues to
Their response in Belgium is the Klant 2020 program for exchange ideas; a direct line with senior management
digital change and innovation (klant means customer in for employees; and a single portal Sharepoint contain-
Dutch). This client-centric strategy is crystallized in an ing all information relating to the Klant 2020 vision.
omni-channel approach to offer clients the solutions they
want in an easily accessible and direct way. In the last two In November 2016, the Klant 2020 change and communi-
years, KBC has invested extensively in seamlessly inter- cation approach was awarded with the European Associ-
facing its branches, insurance agencies, advisory centres, ation for Internal Communication (FEIEA) Award for best
websites and mobile apps. Information from a variety of internal communication event.
channels is integrated so that clients get a fast, optimum,
targeted response to their specific needs. WHAT WE EXPECT
FROM TRANSFORMATION
In Belgium this omni-channel approach has met with
great success: a net growth of over 27,000 clients; Delivering new stuff clearly isnt enough to win the
1,100,000 clients now use KBCs digital platform Touch battle. We need to invest more in internal skills and
and 500,000 use the mobile applications. Overall, there competences.
has been a rise in client satisfaction and trust and higher
NPS. (source KBC embraces the digital future, KBC press Ingrid Creten,
release 08/04/16) Head of Change and Communication, Klant 2020,
KBC Bank
Such change however is dependent on culture and, as
the saying goes, Culture eats strategy for breakfast.
Innovation generates resistance. So as KBC have built a
new way of thinking, they have also sought to foster
acceptance for change. Rather than transform through
adoption, the Klant 2020 strategy involves an important
and innovative internal communication mission to
nurture change from the inside.
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TESTIMONIALS
THE CLIENT CHALLENGE On the other hand, OBS refuses to compromise on the
quality of service. Within our own organisation, OBS also
Orange Business Services (OBS) provides IT and commu- strives to reduce its internal IT costs especially those
nications services to businesses in 220 countries linked to legacy, so that we can launch new projects
throughout the world, with a Telecoms and IT depart- more easily and develop new generation IT, in particular
ment with teams numbering several hundred staff, with the virtualization of services, which will offer
located across France and India. businesses greater flexibility and speed.
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TESTIMONIALS
ACTOR
Media Markt
THE CLIENT CHALLENGE services etc. 1999 saw the creation of e-commerce with
Media World Compra Online and 2001 the inception of
Media Markt is a German chain of stores selling consumer the first internet discount voucher, for printing-at-home
electronics with numerous branches throughout Europe and using in stores.
and Asia. It is Europe's largest consumer electronics
retailer, a position it constantly strives to retain through Media Markt's single customer view (SCV) approach
innovation, modern management and a customer- naturally involves expanding their existing ecommerce
focused approach. but also putting greater emphasis on customer relation-
ship management (CRM) and store digitalisation, creat-
In the wake of the deep changes the retail industry has ing tools to support sales. Service optimisation and
undergone in recent years, retailers have had to trans- system integration have been crucial, as has the creation
form their business models, and radically differentiate of a customer data-warehouse to support the CRM
themselves from rivals to forge medium and long-term system. Technology has been combined with logistics
competitive advantages. Naturally reducing costs and and operational activities and a more centralized distri-
achieving efficiency is crucial, but so is being proactive bution network has been developed to manage purchas-
and customer-focused. ing, stocks, pricing and logistics, never losing sight of
geographical specificity and its impact on market share.
Media Markt's response has been to develop its single
customer view by connecting their bricks and mortar WHAT WE EXPECT
retailing to ecommerce and thus create a seamless FROM TRANSFORMATION
customer experience: a consistent and well-integrated
offer applicable to all sales channels, both physical and We are working on the convergence of the physical and
digital, which enables customers to choose their channel the online world. Convergence means understanding
and switch smoothly from one to another. This is quite a customers and recognising their needs and behaviours
challenge for a pan-European company looking to in order to explore the full potential of the purchasing
maintain the local identity of its stores. experience and become more aware of our brand.
Media Markts strategy is already very familiar with the Luca Luminoso,
multi-channel approach, especially in Italy, and Media former CIO, Mediamarket S.p.A. (Italy)
Markt was one of the first companies to invest in digital
channels. Created back in 1995, its innovative website
Mediaworld, has evolved over the years, offering
expanded content, innovative graphics, promotions,
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