reggie henry CHIEF INFORMATION ENGAGEMENT OFFICER ASAE THE

  • Slides: 30
Download presentation

reggie henry CHIEF INFORMATION & ENGAGEMENT OFFICER, ASAE: THE CENTER FOR ASSOCIATION LEADERSHIP

reggie henry CHIEF INFORMATION & ENGAGEMENT OFFICER, ASAE: THE CENTER FOR ASSOCIATION LEADERSHIP

prabhash shrestha, MS, CAE, PMP EVP & CHIEF DIGITAL STRATEGY OFFICER, INDEPENDENT COMMUNITY BANKERS

prabhash shrestha, MS, CAE, PMP EVP & CHIEF DIGITAL STRATEGY OFFICER, INDEPENDENT COMMUNITY BANKERS OF AMERICA frank schettini PAST CHIEF INNOVATION OFFICER, ISACA sami hassanyeh CHIEF DIGITAL OFFICER, AARP john sullivan CHIEF INFORMATION OFFICER, AMERICAN CHEMICAL SOCIETY

digital transformation Digitized Digital the ability to rebuild your infrastructure to create an operational

digital transformation Digitized Digital the ability to rebuild your infrastructure to create an operational backbone to enable the digital revolution Empowering organizations to experiment, release, and constantly enhance digital offerings that meet customer needs and evolve as their needs evolve

benchmarking to ask these questions WHAT ARE THE STRATEGIES AND THE METRICS? HOW DOES

benchmarking to ask these questions WHAT ARE THE STRATEGIES AND THE METRICS? HOW DOES MY ASSOCIATION COMPARE TO THE BENCHMARK ASSOCIATIONS? WHAT ARE THE RELEVANT DIFFERENCES? WHAT ARE THE QUESTIONS OUR BOARD, LEADERSHIP TEAM, AND STAFF NEED TO BE ASKING?

Social Q&A

Social Q&A

Poll: Where is your organization's status toward getting adoption and support for digital?

Poll: Where is your organization's status toward getting adoption and support for digital?

Poll: What is your organization's progress toward digital transformation?

Poll: What is your organization's progress toward digital transformation?

Poll: What is your status toward becoming digitized?

Poll: What is your status toward becoming digitized?

Poll: What are the key barriers to advancing in your association’s digital transformation?

Poll: What are the key barriers to advancing in your association’s digital transformation?

[results]

[results]

a profile of 26 participating associations 501 C 6: 50% AND 501 C 3:

a profile of 26 participating associations 501 C 6: 50% AND 501 C 3: 50% 65% INDIVIDUAL MEMBERSHIP ORGANIZATIONS (IMOS) OR PROFESSIONAL SOCIETIES WHILE 8% WERE TRADE ORGANIZATIONS 73% WERE INTERNATIONAL AND 23% NATIONAL IN SCOPE

overall key points STRATEGY DRIVES DIGITAL TRANSFORMATION UNDERSTANDING OF THE IMPORTANCE AND KEY CHALLENGES

overall key points STRATEGY DRIVES DIGITAL TRANSFORMATION UNDERSTANDING OF THE IMPORTANCE AND KEY CHALLENGES OF DIGITAL TRANSFORMATION IS INCREASING KEY ELEMENTS ARE IN PLACE TO BECOME DIGITIZED (OPERATIONAL BACKBONE, SHARED DATA AND APPLICATIONS) LIMITED TO SLOW PROGRESS TO BECOMING DIGITAL (SERVICES)

other benchmarks & insights

other benchmarks & insights

key findings

key findings

digital transformation: operational excellencedigitized (execution)

digital transformation: operational excellencedigitized (execution)

putting in place the operational backbone these include steps toward: DATA WAREHOUSE/LAKES INVESTING IN

putting in place the operational backbone these include steps toward: DATA WAREHOUSE/LAKES INVESTING IN WHAT WILL HELP US “GROW AND TRANSFORM” PROCESS OWNERS MIGRATION TO THE CLOUD INTEGRATION AND STANDARDIZATION DIGITAL MARKETING CYBERSECURITY CHANNEL MANAGEMENT PRIVACY

digital transformation data-driven organization A CRITICAL COMPONENT OF DIGITIZED – HAVING A COMPREHENSIVE DATA

digital transformation data-driven organization A CRITICAL COMPONENT OF DIGITIZED – HAVING A COMPREHENSIVE DATA STRATEGY THAT ENABLES CONSISTENT ACCESS, UNDERSTANDING, AND USAGE OF DATA ACROSS THE ENTERPRISE IS A MAJOR CHALLENGE SIGNIFICANT NEED TO IMPROVE DATA ANALYTIC SKILLS AND COMPETENCIES IN ORGANIZATIONS AND DATA GOVERNANCE CULTURE

customer/ member/user strategy digital transformation ecosystem expansion data/digital

customer/ member/user strategy digital transformation ecosystem expansion data/digital

customer engagement and feedback is viewed as important to organizations HOWEVER, LESS THAN 50%

customer engagement and feedback is viewed as important to organizations HOWEVER, LESS THAN 50% CAPTURE THAT INFORMATION FORMALLY AND FEED THAT BACK INTO THE PRODUCT/SERVICE DESIGN PROCESS. DATA AND CULTURE SILOS CONTINUE TO RULE. FEW LOOK AT THEIR DATA ACROSS CHANNELS AND PROVIDE A HOLISTIC VIEW OF THE CUSTOMER.

strategy culture leadership digital transformation and innovation – some progress is being made in

strategy culture leadership digital transformation and innovation – some progress is being made in moving to “digital” with most organizations reporting slow to moderate implementation. CIO/CTO/CDO AND CEOS ARE LEADING THE MAJORITY OF THE EFFORTS FUNDING IS THROUGH OPERATIONS, RESERVES, AND GRANTS PRIMARY INNOVATION APPROACHES – EXECUTIVE MANAGEMENT TEAM, AD-HOC TEAMS, AGILE DEVELOPMENT, EXTERNAL CONSULTANTS NEW REVENUE FROM NEW VALUE PROPOSITIONS INNOVATION KPIS – SUCH AS TIME TO MARKET AND TIME TO SCALE, THE ABILITY TO ATTRACT NEW USERS AND MOVE FROM PRODUCT MANAGEMENT VERSUS PROJECT MANAGEMENT, PERCENT OF REVENUE FROM NEW PRODUCTS/SERVICES, NUMBER OF INNOVATIVE IDEAS IN EACH STAGE OF IMPLEMENTATION CUSTOMER METRICS – CUSTOMER EXPERIENCE, CUSTOMER SATISFACTION, CUSTOMER ENGAGEMENT IN DIGITAL CHANNELS CULTURE KPIS – REACH OF THE ORGANIZATION IN THE MARKET, BRAND VALUE IN MARKET, AND PERCENT OF REVENUE THROUGH DIGITAL CHANNELS PRODUCT OR SERVICE OWNERS OPERATIONAL EXCELLENCE – CUSTOMER EXPERIENCE, CUSTOMER ENGAGEMENT, CUSTOMER SATISFACTION

what’s working? what are the challenges? DIGITAL TRANSFORMATION IS NOW ABOUT TECHNOLOGY CUSTOMER FEEDBACK

what’s working? what are the challenges? DIGITAL TRANSFORMATION IS NOW ABOUT TECHNOLOGY CUSTOMER FEEDBACK AND INPUT CAPTURED IN SILOS DIGITAL STRATEGY AND EXECUTION IS KEY SUCCESS FACTOR NEED TO IMPROVE DECISION MAKING STRUGGLE ON HOW TO IMPLEMENT ACCELERATING NEW PRODUCT DEVELOPMENT/SERVICES STANDARDIZATION AND INTEGRATION REQUIRED CUSTOMER PERSONALIZATION/EXPERIENCE EXECUTION IS VERY DIFFICULT CUSTOMER/MEMBER/USER ECOSYSTEM IS CHANGING – NEED TO BE AGILE FUNDING – 90% SAY FUNDING COMING OUT OF OPERATIONS NEW BUSINESS MODELS ARE EVOLVING

summary moving to the next level DIGITAL STRATEGIES GO BEYOND IMPLEMENTING TECHNOLOGIES ASSOCIATIONS INVEST

summary moving to the next level DIGITAL STRATEGIES GO BEYOND IMPLEMENTING TECHNOLOGIES ASSOCIATIONS INVEST IN CULTURE AND DIGITAL FLUENCY CONTINUE TO BUILD OUT OPERATIONAL BACKBONE (DIGITIZED) IMPROVED KNOWLEDGE AND SYNERGY OF CUSTOMER EXPERIENCES AND THEIR EVOLVING NEEDS INCREASED FOCUS ON DATA AS THE KEY ORGANIZATIONAL ASSET REDUCING OPERATIONAL SILOS IMPROVED AGILITY AND INNOVATION TO EVOLVE OR CHANGE BUSINESS MODELS TO MEET CUSTOMER NEEDS DIGITAL TRANSFORMATION STRATEGY LIES IN ITS SCOPE AND OBJECTIVES ASSOCIATIONS BUILD DIGITAL SKILLS AND COMPETENCIES TO REALIZE STRATEGY DIGITAL STRATEGY IS LED FROM THE TOP