1. THE POWER OF BEING UNDERSTOOD AUDIT | TAX | CONSULTING

2. Digital transformation is the process of shifting your organisation from a legacy approach to new ways of working and thinking using digital, social, mobile, and emerging technologies. It involves a change in leadership, different thinking,the encouragement of innovation and new business models, incorporating digitisation of assets and an increased use of technology to improve the experience of your organisation’s employees, customers, suppliers, partners and stakeholders.

3. Is your digital strategy fit for purpose? Digital Transformation - why should you do it? Austerity is here to stay More for your money Opportunities to do things differently The future……..?

4. Digital Transformation - why should you do it? By Post £12.10 Face to Face£10.53 – 14.00 By phone£3.39 - £5.00 Online£0.05 - £0.17p Sources SOCITM & PWC Is your digital strategy fit for purpose?

5. Sustainable Cost Reduction Is your digital strategy fit for purpose?

6. Starter for 10 – questions to ask yourself about digital How can digital help to improve your customer engagement? Is your organisation able to take full advantage of the many new digital channels and forums to build intimacy with your customers? What are your primary sources of digital innovation? Do you depend only on internally generated ideas or do you benefit fully from external sources of innovation from across the globe? How closely do you collaborate with business partners and stakeholders? Do you work closely with your suppliers and business customers to co-develop new methods and tools to improve overall performance? Can digital innovation male a real difference to stakeholder value? Are you able to make sufficient savings and efficiency gains as well as delivering improved services to convince your stakeholders that you take digital seriously? What are the primary obstacles that impede digital innovation in your organisation? Is your culture and IT systems well tuned to the digital era or will you need to transform the organisation to deliver new sources of value? Does your board appreciate the likely impact of digital disruption? Does the Board spend all its time on the “urgent” task of running today’s business, or does it allocate sufficient time to the “important” aspects of how the business might need to change in the future? Is your digital strategy fit for purpose?

7. The 5 Hallmarks of an effective Digital Organisation AGILE STRUCTURES AND WAYS OF WORKING Automate processes end to end and straight through Self Service Implement iteratively through continuous improvement DEMONSTRABLY CUSTOMER CENTRIC Gain insight through real time data analytics Understanding the customer journey Deliver consistent and coherent experience across channels FOSTERING A CULTURE OF INNOVATION Co-develop and collaborate with customers/suppliers Achieve rapid and continuous innovation Learn through experimentation BELIEVING IN INCREMENTAL Incremental, continuous improvement over big bang Many small projects better than one very large one UNDERSTANDING THE SURROUNDING ENVIRONMENT Seek out and understand the smart technology players in the sector Agree new investment models with suppliers Understand how to quickly integrate and dis- integrate Is your digital strategy fit for purpose?

8. What does this mean From ‘IT strategy’ to ‘digital strategy’ Working within/across clouds Agility and growth Cloud at the heart of digital strategy Cloud-to-cloud integration matters Different commercial models in the cloud “Best of breed” vs single platform solutions Building digital skills Digital “Transformation” Digital innovation Managing effective IT enabled change Move from tradition focus (infrastructure, etc) to cloud focus (security, data) Cost reduction Getting ready for growth: o operating models & reporting; o back-office standardisation; and o international expansion.

9. 1.Measure your Digital maturity As a starting point on your digital journey you should assess the level of your associations digital maturity both from a technology and cultural standpoint. 2. Define your Digital strategy The next phase is to create a strategy/roadmap which establishes how digital and innovation will be embedded in the business. The focus needs to be on creating a “digital strategy that is your business” strategy as opposed to a digital strategy which could be considered more technical in nature. Document and share this through the creation of advocates. 4. Create the culture/Execute Establish and educate current staff around digitalisation. Recruit staff with digital skills. Establish agile capabilities. Nurture partner companies. Establish culture change metrics. Provide clear leadership. 3. Agree your route map Take the vision created by the strategy and the results of the maturity assessment to create a road map which integrates both the internal and external capabilities. This will provide you with a clear means of closing the gaps and a timetable and investment plan both for the technology and the culture. RSM/Halton have developed a digital maturity model which will provide you with a digital index score ( DIS) for both your current position and where you want to be in the future. This will identify the gaps in both your technology and culture/leadership to attain digital maturity. Following the assessment of the Digital Maturity Model and executive workshops our specialist digital consultants will work with to develop a digital strategy that is integrated with your corporate objectives. Having agreed a strategy we will then work with you to develop a detailed route map that will get you from your current DIS score to your future anticipated score. Together with a benefits realisation plan. Supporting the strategy and roadmap we can then assist you in developing and monitory the culture change that may be need to become a fully digitised organisation. Is your digital strategy fit for purpose?

10. Increasing Digital Maturity 12345 Non- DigitalDabbling in DigitalEngaged with DigitalDigital IntegralDigital fully embedded  Reactive  Ad hoc digital strategy  Minimal people with digital skills  No Channel Integration  Minimal desire to change  Digital aware  Developing Digital strategy & roadmap  Experimenting with channel shift  Have a digital strategy  Clear digital leadership  Recruitment of staff with digital skills  Development of multi channel approach  Multi Channel eg on-line,mobile & phone  Some new digital customer services  Self Service, zero touch transactions  Have a digital strategy  Strong digital leadership  Continuous improvement  Omni Channel operations  Business strategy is digital strategy  Agile  Fully automated  Organisation is restructured to be digital Current Score Target Score Digital index score – DIS Gap Analysis

11. How can you start to become a Digital Organisation? Perspectives Culture Leadership & Vision/ Training & Communication Security Stability & Reliability GovernanceValue to CustomerAverage Web Presence & Social Media21.5111.21.34 Mobile Technology1.51.311.2511.21 Infrastructure & Cloud1.71.32.251.621.77 Internet of Things10.31110.86 Data Analytics11210.51.1 Digital Inclusion11111.51.1 Organisational ICT systems and ways of working 1.31.82.82.11.81.96 Average1.361.171.581.281.29 1.33 Is your digital strategy fit for purpose?

12. Delivering Digital Services with Real Value Final Thoughts It’s not about the technology – leadership and culture are far more important. The size of the organisation doesn’t necessarily matter. Office costs in London highest in world! Paper is expensive – 12 to 15 per cent corporate revenue and 40 to 60 per cent office workers time wasted in document mismanagement. ( source Gartner) Don’t look for excuses – broadband coverage/ demographics etc.

13. digITal Technology is the enabler to Information and the Digital World Is your digital strategy fit for purpose?

14. Questions and answers?

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