 Welcome everybody to this webinar on customer experience journeys in digital disruptive business models. I'm Chris Harding, the Director for Interoperability at the Open Group, and it will be my pleasure to introduce our two key speakers and to moderate the question and answer session. Everybody today is talking about the digital revolution and this is one particular aspect of it, how enterprises can give their customers a better customer experience. Our two key presenters today are Clive Curtis, who is a principal consultant at Hawaii Global Services, and Mark Skilton, who in addition to his role as a consultant at PA Consulting is a professor of practice at Warwick Business School. And Clive will talk about how customer experience journeys are changing. Mark will then talk about the impact of new disruptive digital business models. We'll then have a period in which they will answer the questions that you wish to put, and I will moderate that discussion. I'll then say before we close a few words about the new Open Group workgroup on the digital business value and customer experience. This is a joint workgroup of our Open Platform 3.0 forum, of which I'm the Forum Director and the Architecture Forum, of which Sonia Gonzalez, who is unfortunately not with us as a panelist today, is the Forum Director. So let's get started, and I'll now hand over to Clive to talk about how customer experience journeys are changing. Okay. Thank you, Chris, and good morning, good afternoon, good evening, everybody. Before I move the slides on, I'm going to start with a fairly important assumption. I want to share a fairly important assumption, and that is that most of you that have joined this call today or are listening to the replay at some time in the future, it's because you're wondering why the Open Group has created a digital business value and customer experience workgroup. And the simple answer is because we have questions. And the chronic questions we have are, you know, what are the characteristics of a digital customer? What do digital customer journeys look like? How does loyalty work within a digital environment and a digitized relationship between customer and supplier? What do digital customer journeys look like? What is digital disruption? And also, what's the value of customer experience created with digital technology? So really lots of questions, and that's the primary reason why this particular workgroup has been created. So we're not necessarily going to answer all those questions today, but what we'd like to do is start to give you a flavor of how we're thinking about the questions and then how we plan to go ahead and try and answer some of those questions. So first of all, let us think about what we mean by digital business. And a simple view, I think, of a digital business could be one where the business is a simple digitized version of a non-digital business, a simple facsimile, if you are, about whether the physical assets become digital assets, music becomes e-music, retailing becomes e-commerce, banking becomes e-banking. A slightly more advanced view is one where the use of digital disruptive technologies such as mobile, social networking, data analytics, and pervasive internet enables the creation of completely new business models, of completely new value streams, and of a completely new customer experience. So as we think about digital business, we also need to ask ourselves, is this such a thing as a digital customer? So what we do know now, and what we can see, is that digital disruptive technologies such as mobile, social, pervasive internet are significantly increasing consumer and citizen empowerment. They're fundamentally changing the way consumers interact with the companies that they buy products and services from. And what we see is that these digitally empowered customers also have far more choice and are far more in control of the relationships they have with the companies they're interacting with and the digital spaces in which they inhabit. So as we think about that question, you know, what is a digital customer? We can start to hypothesize about how we could define them, and what you see on the screen is not necessarily the answer, but it's shared, and I share this really as an artifact to show that there is some, there's potential work to do to try and define an answer that can be used as part of a common and consistent model, common and consistent language that organizations that are looking to develop their digital leadership can use. So what we see here is as we start to think about digital customers, digital employees and digital citizens, first of all is that they're operating in real time. There's a need for immediacy of information and opinion. They expect things on demand, so in a similar way the immediacy of information and opinion also needs to be supported by an immediacy of supply and an immediacy of choice and selection. Digital consumers, customers always, well, we're assuming they're always online. The advent of pervasive internet and smart fund-enabled citizens means that they're pretty much online 24-7. They also expect things the way they want them, so this is a concept to do it yourself. So there's an increased use and expectation of self-service, self-provisioning, so self-XX if you like. They want to have control over how they interact with their environment and they want to have control over how they interact with the service and supply that they're consuming. And I think last but not least and probably moreover they're extremely social. What we start to see and as I'll go on to show you is that the experiences that they have before and after they consume are as important as the actual consumption of the goods or services. So the customer journey is starting a lot earlier and it's an extremely social customer journey and it's also finishing after they actually finish interacting with the supplier and it continues to be a very social journey. They're looking to each other for advice and inspiration. They're generating content themselves and also we also see the workplace becoming increasingly social as well. So we start to be able to build a very rough model of what digital customers look like but there's obviously a lot more work to do here. So I think what we also started this presentation with a couple of questions about digital customer journeys and customer loyalty. And I think first of all we see real strong evidence of how traditional value chains have been completely disintermediated and we all know the story of how the world's biggest provider of accommodation no longer owns any hotel rooms. The world's biggest taxi company no longer owns any taxi cabs. One of the world's largest retailers no longer carries any inventory. And this has really happened. This fundamental transformational change has really happened within the last two to three years. And as we see the rise in collaborative consumption and the increase in the sharing economy we can start to hypothesize that customers, consumers, employees, citizens that the relationship that they have with the social groups that they interact with and the ecosystems that they participate in are becoming even more important than the relationships they have with the actual service that they consume. So as we move on we also talk to the start about what does loyalty look like within this environment and how demanding are, what's the demand changing for digitally empowered consumers. And I think the more empowered digital consumers are becoming the more demanding they're becoming as well. They become more demanding so they become less loyal to a simple transactional and functional relationship that they have with the suppliers of goods and services that they consume. Whereas the relationships that these consumers have with the ecosystems and the social groups that they operate within is more likely to create that real emotional loyalty. So if you like there's a step change in the way that the relationships are changing. No longer the services meeting needs and the service provider being easy to do business with and the relationship that service provider being enjoyable. That represents a transactional functional relationship. The relationship that digitally enabled customers are looking for is very much more of an emotional relationship that creates surprise and delight and that actually engenders trust and forgiveness with the people that they're interacting with within that ecosystem. So a fundamental step change in the way that loyalty is created and that loyalty is understood and perceived as well. So as we look at and try to map customer journeys for these increasingly digitally empowered customers and disintermediated value chains, we see that there are many different mapping models available. The two diagrams here that I've used, one happens to come from Forrester, one happens to come from an organization called the PM Forum, which is a forum representing a number of telecoms companies around the world. And some of these models are more valuable than other others. But I think what we see as the opportunity within this particular workgroup is an opportunity to create a customer journey reference model that helps businesses and public organizations and employers think about what kind of digital journeys and digital experiences they want to create for these digitally enabled and empowered customers. And the first thing we need to do before we can create a customer journey model is to really spend some time, spending time, collecting and understanding what customer stories and what customer use cases look like for these digitally enabled and empowered customers. So what I'd like to do is just spend a few minutes just going through three use cases. I just picked these fairly randomly. Many of you may be familiar with these use cases. These might describe journeys that you've been on within the last week, within the last day, within the last month. The next three cases I'm going to step through are kind of typical examples of use cases for digitally empowered consumers and customers and citizens delivered by transformed digital service providers. So the first one I'd like us to consider is that of a consumer who at the end of the day is actually just going for a meal, going to a restaurant for a meal, but the journey starts a lot earlier than that and it finishes a lot later than that. So the journey I'd like us to just consider here using the graphic that's on the screen, a UK citizen who sees a work colleague and a Facebook friend from Germany who recommends a hotel in London on Facebook as a result of that person having visited London looks at that post on Facebook and clicks through to TripAdvisor to have a look at that hotel in more detail, decides not to necessarily book the accommodation because they happen to live in London so they don't need accommodation in London, but they use TripAdvisor to see reviews of the restaurants in the locality of that hotel because they heard from their colleague that they had some nice meals while they were there. They then click through from TripAdvisor to the restaurant's website to look at their menu, but then they realise that if they book via the top table app on their smartphone they can get some loyalty points on top table. So they go back to the top table app to make the booking using their email address but they ask for confirmation to be sent to their phone via an SMS message. The next day they then visit the restaurant, they show the confirmation of booking on their smartphone and the SMS messages they got, they consume the meal. At the end of the meal they then pay the bill using PayPal using their smartphone and then as they leave the restaurant, sat in the taxi going home, they check in on to Foursquare to leave a review. Now it's fairly common, I'm sure most of us have been there and we've gone on this kind of journey. Ultimately this is about a consumer going to a restaurant for a meal and 10 years ago if we just said let's map the journey of a consumer going to a restaurant for a meal that would have been fairly stroke forward. It would have probably been call on the phone, book the table, go to the restaurant and you'd focus on the actual journey during consumption. What we start to see for digitally enabled and empowered customers and consumers is this journey starts a whole lot earlier than the actual consumption and it passes through a whole load of touch points. The restaurant doesn't actually have any control over but the restaurant needs to understand this complete end to end journey and needs to really think about the design of that journey from the consumer's perspective. This starts to give some idea of these digital journeys are extremely different and a lot wider than traditional customer journeys that many organizations are mapping today. Let's just move on to the next one. We have another use case here and these use cases are completely hypothetical but as I said most of us have probably been here and done this kind of thing. Here we have a US citizen. They're in the UK. They booked a flight from London Heathrow with United Airways back to Boston. They go on to the web-based checking and the web-based checking process recognizes that they're very active on social media as well as being a premium customer. In this case this is the United Airlines. They know this individual as a premium customer. They see that the individual is very active on Twitter and they proactively contact the customer as soon as the customer goes onto their website with the offer of a complimentary taxi ride to the airport. Automatically booked and United do that via Uber providing Uber with the details of which terminal the customer needs to go to, what their departure time is and also what the pickup point is. So the individual takes a taxi to the airport. On arriving at the airport, passenger uses the United Airlines. They use the United Airlines smartphone app to connect to the airport Wi-Fi. The airport Wi-Fi recognizes them, presents them with details of how long the queues are at the various security gates indicating which security gate to go to for the shortest queue. It also gives them details of the discounts that are currently available on selected duty-free items they've purchased before, offering a click-and-collect service. So whilst they're studying that airline security queue, they can actually purchase the duty-free items they want and the items that they're waiting for them in the duty-free shop when they get through security. They then play a security and they're using their smartphone app to check in and to issue the boarding card on their smartphone that they then go to the departure gate and scan into the machine in order to get on the aircraft. It's a very different customer journey. Again, digitally enabled, the individual, the consumer in this case, digitally-empowered consumer, active social media user, smartphone-enabled and very different to the one we just looked at a minute ago. But again, I think a digital customer journey that we're probably all very familiar with. Again, what's consistent between this one and the previous one is many of the touchpoints here are touchpoints that are not owned by or controlled by United Airlines. So again, the United Airlines have to think about the end-to-end customer journey. I have to think about how that journey is created and how that journey is managed. So if we move on to the final use case, what we see here is, again, a very different case. This happens to be a telco customer. It's a telco customer in China. They happen to be a customer of China Unicom. They happen also to be a premium cell phone customer. So they might be a very heavy user. And just so happens that they've had lots of application performance issues before. So they're a 3G customer. They're using WeChat. They're using YouTube. They're using lots of different over-the-top apps on their phone. But they've had performance issues, application performance issues. And China Unicom knows that, because China Unicom is looking at the individual user application performance. And that telco customer has logged in and is looking at China Unicom's web pages. And they're looking at the FAQ pages in relation to contract termination. China Unicom sees that, knows the customer history, knows the customer activity, also knows the value of the customer as well. And he also knows that that customer has been particularly active on Chinese social media as well. And so the telco's relationship management system kicks in and makes an automatic decision to create a pop-up on the page that the customer's viewing, offering an immediate callback to the customer. The customer decides to take that callback, the China Unicom call center, then calls out to the customer, talks to them about their application performance issues that they've had, offers them a special DLR upgrade to 4G. And the customer then decides to take up the offer but wants to go into a store to talk to someone about it in more detail. The details are passed on to the store. They renew and upgrade their contract. And as a consequence, they're active on social media again with all their WeChat colleagues telling them about what they've just done and why they've done it and what a great supply of China Unicom is. So again, a very different journey, but again, a digitally enabled customer and a very digital journey here. And more of the touch points actually owned and controlled by China Unicom in this case. That's nevertheless a digital journey across different and important touch points. So these are just three simple use cases. And I just use these for illustration. And again, as I said, most of us have probably been here and been that customer in all of these cases. I think though to just bring this particular section to a conclusion before I hand over to Mark, what does this mean for enterprise architecture? What does this mean for Open Group? Well, I think the one key thing we can see is all these use cases that I just stepped through rely on and are enabled by digital disruption. Things like mobile, social, the data analytics, pervasive internet, cloud computing, et cetera. They're all journeys that have been designed and made possible by the service providers involved. However, as I mentioned, they mostly represent journeys across ecosystems rather than journeys across one web property or one omnichannel experience that's owned and controlled by an individual service provider. And they're all examples of the change in nature and demands of digital citizens and digital organizations, governments and employees. And I think they really challenge organizations to rethink how they architect their enterprise platforms and how they architect their service delivery models. And that really is the reason why the Open Group is interested in working this area and it's really interesting in trying to answer some of the questions that I posed at the staff of this web conference. So I'm going to hand over to Mark Skelton who's going to talk a little bit about some of the other questions that I queued up at the start of this conference. Thank you, Clive. Thank you very much indeed. I see we've got a couple of questions already, so I encourage everybody to put in your question, text question into the screen. We'll have a session in about hopefully 20 minutes where we'll start to do the Q&A. So what you've heard from Clive is this idea of really what is digital, what is a digital customer, how does this affect the customer experience, the customer journey, and also in terms of your own organization or as an individual, how does this affect your experience and the way your operating model might need to work within an existing market or address new online as well as physical markets? How do these things bring together? It's something that I would call, that we read about, called the digital economy. So the two questions I wanted to just cover quickly just to add to this is something we want to explore in this new working group, is really to understand how does this disruption actually change the way we need to work? We may have an ERP system unless it's one of the questions we're talking about Enterprise Resource Planning System. We have a large supply chain of integrated companies running across many countries, different borders, different tax regimes, different integration requirements. But ultimately, what may be happening as Clive was saying earlier is that there may be, there is also disintermediation or reintermediation of some of those processes. Some of that data may be aggregated, may be brought onto a social network. It may be moving around in the revolution of the mobile phone, the smartphones. So really the question is how is this creating value in the market? How is this changing customer experience? How is loyalty as Clive was saying earlier? How is that actually transforming loyalty? Because you have this choice, you have this kind of different type of online experience and also the way you go about your daily lives, the way you might go to work, where you're working, where you have your recreation time or when you're travelling in a car or whatever. How is this actually being transformed by this concept of digital technology? So what I want to do is really cover a couple of things from the high level, the macro level, and then start to introduce some ideas that we'd like to use this work group to sort of explore and really looking for you to ideally get involved with us in this journey. So the first thing I wanted to start off with is when you look at a lot of the international surveys as well as analysts, as well as industry surveys and including my own company's surveys, is that we're seeing that from an economic point of view, by most companies and most industries, we're seeing sort of a 7% to 11%, maybe some higher in some sectors reported e-commerce as an overall contribution to the economy. But what's happening though is if you look at the adoption rate of the millennials and you look at the adoption rate of mobile technology and social media and big data usage and algorithm technologies, we're starting to see a shift in the way people naturally think and do, the way they work and the way they play. The 40 to 90% is effectively this massive upscaling adoption usage of digital technologies to get things done. This is really what I'm finding is that this is then driving a shift from physical to virtual in terms of a 20 to 30% on average annual growth rate in most sub-segments around moving towards a more digitally enabled business, a digitally enabled enterprise, and potentially opportunities to drive more revenue and growth. So this is what I call the triple scaling effect and this is not only a view that I've seen, but other companies certainly in the financial sector, in the banking sector, describing the sort of triple effect of growing business and it kind of builds on itself. It's a recursive feedback mechanism that grows and is self-generating when it works correctly. So if you turn that up on this side, what does this actually mean? Why do we need to think about this, this kind of generative effect of digitalization? Well, I'd say there's probably three areas that we're seeing and certainly if it impacts your operating model, in terms of the way you might need to have skills, the way you architect solutions, the way the business processes, the way the business and IT and also with the customers and the suppliers and partners need to work together in the value chain, but also it's creating new outcomes. You just look at a number of the industry sectors and the way digital technology may be used successfully or unsuccessfully, it's potentially generating new ways of doing business. And in the middle of this and maybe probably at the front and driving this is actually the customer experience that is being transformed potentially the most. And this is what we wanted to do with this work group, is really try to bring these things together to explore what are the customer journeys. How do you take all these different technologies together? This is the problem space that we're seeing, the opportunity space and how can we actually drive this into a kind of new way of thinking for extra value? This is a slide that I think is sort of just a really a summary slide, this is really a statement to be obvious, but I think it constantly amazes me in the number of years that I've been involved in technology is how it continually evolves, continually changes. It's called the Red Queen Effect of Chasing After the Next Ideas, Continuous Innovation if you will. And there's lots of new things starting to come and come forward. But I think what I would say is that there's probably two elements in this diagram. That the reality of physical trade and physical social networking is now transforming into smart spaces. We're getting the connected car. We're getting retail shopping connected through digital technology. We're having the telecoms network infrastructure and the local reach of those infrastructures to start to bring in more data at the point of use for the consumer to actually understand and interact with that environment in a much smarter way potentially. So really where is this all going? Now there was a previous webinar at the Open Group which I know had a great session in the sense they were talking about ecosystems in that event. And certainly what we're seeing now is what some people observe as talk about is horizontal integration between different parts of your supply chain. You're purchasing or sourcing products and services. You're then connecting maybe in regard to into the transports and logistics network that might be providing those products and services. And then you may be going into say your home environment, your smart home environment or your work environment. And you're starting to see these large clusters, clusters of systems starting to either connect with each other or trying to connect. And sometimes when I notice one of the questions is about trust models to do that, how can we make this happen? Because they're starting to evolve in this way. And this is what we're finding is we're having to think across horizontally but also vertically. How can we actually expand and connect up and down the supply chain to create higher performance, higher value for our customers and also our economic output of our enterprise and the markets we're working in. So what we're seeing now is this idea of really connected spaces, connected user journeys that might be covering horizontal journeys going across industries as I describe it here, but also seeing things around in a vertical sector, realizing that there are adjacency opportunities to maybe upsell and cross-sell or to create more communitization and socialization of the loyalty system within that particular market or within that customer experience. And this is the kind of the new mindset that we're starting to see in what I call the connected economy. And another concept I'm seeing is if you look at all of the digitization, you look at Bluetooth, you look at the Internet of Things, a phrase that's well used at the moment and has various definitions. You look at wearables, the smartwatches that have come out recently. We're looking at the explosion of mobile apps. We're looking at the growth of data. It's all starting to collect information at a much more fine-grained level in each of these spaces that we live in, our social network space, our object spaces, objects become connected through Wi-Fi or Bluetooth or near-field communication. We look at our living space. We look at the television or we look at the radio or other devices that might be starting to be connected. And then the human body itself can be considered as a set of subsystems and we can start to monitor our health and lifestyle and our performance. We can then look at the other level, looking at the social and transit spaces over in this society. How do we have sustainable societies? How do we start to connect those places together? Looking at the work environment I mentioned earlier, then the commerce space, how can we actually trade in what's known maybe as the sharing economy? How is that starting to work? And then you have intelligence. How do you get machine learning, algorithms and stuff starting to evolve now and creating new kinds of visualization, new kinds of insight, new ways of working. If you think of all these spaces as it were, they can all connect together and drive a kind of new digital experience, a digital customer journey, if you will. So here's just one example. There are many examples, and I'm just giving you one example which is just to illustrate the points. And what we're seeing now is we have what's known as maybe the connected things, objects and things that we may own or we may be borrowing, and actually being able to look at the usage of those in a digital way. User interfaces were now not only the form factor of the mobile phone and the watch, but also there are other ways in which we can start to get information on smart display boards in public places and things like that. And then we have the connected organization. And what we're seeing now is data aggregators or Internet of Things platforms and what I call second generation integration opportunities is to bring all this sort of spaces and value and data together to start to create new forms of information and new forms of service. Another kind of angle to take is perhaps this is just a diagram just to illustrate the same point but from a kind of different lens. So you might look at personal data or open data. You look at corporate data which might have intellectual property and trading value. You look at the usage data which is what I was speaking to earlier and then generative data which is data that's being computed or calculated or machine learned from that data. And what you're starting to say and see is the ability to take all this different types of information which may be trusted, it may be open, it may be in different parts of a location, micro location or it may be in different parts of the world. But you can start to think about contextual computing, utility or ubiquitous computing in the old language for starting to look at how can you bring that information together to create better value for customers for your digital workforce, if you will, and then your intermediaries and what information can you bring together in an intelligent and valuable way to create more value for the users and also the people who provide that information. So moving on then, in terms of the next slide, is thinking about what we want to collect in this work group is really thinking about the customer journeys. What are the connected spaces, the connected technologies that we're starting to see evolve and this is what we want to capture in this work group. And start, as Clive said earlier, is one of our goals is to develop a customer experience reference model which will start to capture some of the best practice learning across industries, the horizontal ideas, but also the vertical ideas within industries, either federal or public sector or within retail or banking, FinTech or within healthcare or within utilities or whatever industry that you're in. We're starting to see patterns potentially always or challenging ways in which we want to bring these things together because we believe this is the new thinking that is starting to evolve from the outside in rather than the inside out. It's bringing this outside in thinking into the way we can architect better solutions both from a business and from a technology sense. And this is just an example here of content to purchase which I love which is this idea that you can think of content as a kind of trading value. I heard a phrase last year was somebody said that you think of 50 billion objects in the Internet of Things where those are potentially 50 billion points to sale or 50 billion opportunities to interact with sort of new ways of working and new ways of creating value and experience with customers. Another key thing from an academic point of view but it's a reality that's been borne out by many research papers and topics is that we have to think in terms of a scaling cycle, that the adoption cycle, the onboarding and offboarding to use the old style of cloud language for example. The idea of scaling is you can start to get this iterative process building up and up and as you can see as we say good videos on YouTube for example they can scale up and this is what's known as crowdsourcing potentially in terms of growing the crowd or growing the community. This is the mindset that we're starting to see as what I call the economics of the Internet of Things where you're starting to get this recursive loop of information that then where it adds value it builds on itself. It starts to grow more value and this is really what we're seeing is the new economics of digital economy as I say the new economics of feedback mechanisms and this is something that we need to start thinking about and this is what we're trying to do with the customer experience and stories we want to capture. This is really another phrase that I wanted to throw up quickly really is what I call is we're seeing probably three or four levels of new value that's been created by this digital effect and it's called generativity is a phrase that I've heard some people use. At level one is that maybe we're just talking about direct products and service selling looking at costs and margin. At level two is that you can say well I'm selling a go into Starbucks and you're getting a coffee and in Starbucks they may recommend that you may look at some other food or some other service so in the moment you may be upscaling the revenue opportunity or experience opportunity to other customers in that moment. The second and third level might be to say well you're in Starbucks, you've got other services around you but you're an individual with personal preferences and ways of working and lifestyle choices and what can we do that is more context and more fine grained and start to extend that experience so when you've left Starbucks or even before you've been to Starbucks I'm just giving Starbucks a plug here in inverted commas is what I'm saying is that when you're going before and after and during the experience what can you do that could be adding value more? How can you improve the overall experience and this is something that was Clyde was giving earlier in the case studies is how do you think in terms of foresight and generative information to be more intelligent and proactive? And fourth level in the example here is that if you can join all those dots up and what you're seeing some very successful examples particularly in some of the cloud players is this ability to join the whole customer journey the infrastructure, the telecoms connected together with the types of ecosystem of providers and consumers and things like this and this is really what I call ecosystem architecture thinking is a phrase that I've used occasionally starting to think about how you're going to join all these places up and starting to create more value. Three text boxes on the left there just quickly give you some ideas. Healthcare I saw a quote recently that 80% of healthcare could potentially be done outside of a hospital. It's just a conjecture. I'm not saying that's a fact that I'm quoting but if you think in that mindset that not everything has to be done in location you start to see this kind of distributed model that may create new potential for customers and patients and clinicians and other people like that and obviously the data and the quality and control of that is important. In financial services again an industry that has seen major changes recently around payment systems for example there's another interesting example that I saw from a credit rating company that was saying that we don't see ourselves as a credit rating company anymore we actually see ourselves as a kind of data broker we can actually help other industry sectors because we have this information and we can start to see ourselves as a kind of assistant to healthcare or assistant to journeys or even dating sites and things like this and then the automotive market is another case in point. If you look at the supply chain the digitization of components and the car itself is the percentage of cost and the percentage of components that started to become more software related is just growing and this is just indicative I would say of many of the products and services in our industries which have a greater level of technology as part of the actual products of service experience. So this is just the technology part it's not the only technologies but it's just a slightly more technical very simple diagram in relative terms but it's really what we want to do in these customer journeys in this workgroup is look at examples of how we can go through the journeys connecting different technologies we're not prescribing which ones we're going to look at it could essentially be a range of technologies that may be used in the device layer it may be technologies that are helping optimize the network layer it may be other services and products and technologies that help services aggregate and combine information together and create more integrated value it could be about content itself and another phrase I use quite often now as Clive was saying about loyalty is changing is that we're starting to see clusters of information coming together clusters of mobile apps or clusters of content clusters of social intermediation which is starting to create different types of value so just to summarize then where we are with our customer experience and digital technologies this is just an example of a customer lifecycle along the top awareness, engage, buys, receive, help and deliver this is an end to end lifecycle it's not the only one but where we are with this workgroup is we want to really understand the journey, the outside in approach Open Platform 3 is one of the forums within the open group and we see this as a kind of format or vehicle in which you could implement a technology solution to deliver the customer experience what we're doing is trying to figure out what type of customer experiences would we like to engineer what can we learn from across industry what best practices can we bring together into a reference model so that's all I wanted to say I've got another 15 minutes to run and at this point I think I'd like to hand back to Chris to maybe do the Q&A session Chris Well thank you very much Mark and thanks also Clive for sharing your thoughts on this topic I see actually that some people have not only asked questions on the chat some people have also put in their answers to some of the questions and put in their thoughts and I would actually like to encourage people to do this because the panellists don't have a monopoly on the good ideas and given the amount of time a bit of parallel feeding of ideas will probably broaden the experience for everybody so please put your thoughts onto the chat if you have them but I'd like to ask the panellists to respond to one of the questions on the chat which is from Fenaya Santos which is he would like to hear if possible comments about how and whether design thinking on EA Solutions is related with this activity so maybe Clive would you like to start and share thoughts on how this impacts on the design thinking on EA Solutions Yes Chris So I mean it's a good question I'm not an expert in design thinking but I think from my perspective if you're an enterprise architect professional and you're thinking about the architecture of an enterprise and thinking about the structure of an organization structure of a business and the service delivery it's absolutely critical that you start with a customer in mind I'm a customer experience professional and that's absolutely the number one mantra start with a customer in mind and as Mark said we're trying to take very much of an outside in approach here and if you start with a customer in mind you need to understand the customer you need to understand their expectations you need to understand the kind of journeys that they enjoy the kind of journeys that they expect and then you need to architect your service delivery and you need to architect your organization around what the customer needs and what they want and what they expect so I think that all phrase start with the end in mind it's absolutely critical whether you're a customer experience professional whether you're an enterprise architect whether you're a CTO it's absolutely critical that you start with a customer in mind and design the service design your organization your service delivery capability in that way Mark, would you add anything to that? Yes, I'm thinking as a philosophy we've done some research around that PA consulting and essentially when we talk about agile agile architecture or agile process design we think about outcome based design scrum or things like this yes it is absolutely a great question very quickly that what we would see as part of enabling good customer experience design because you can have multiple paths to solutioning some of the solution might need algorithmic calculations using big data for example in design thinking it's an outcome based philosophy and you're absolutely right that I would say that this needs to be included as a kind of almost like a methodology that could be used to do agile design if you look at the ecosystem there are more than one way to deliver a lot of these solutions now today and I think it's a great question so design thinking absolutely it's what I would say it's simplistically it's really the emotions of agile design thinking and it's all part of this Chris? Okay so thanks for that and that actually leads on to a question which is asked by James and Degwa who goes beyond the enterprise and points out that each entity within a digital ecosystem or value chain may be running their own proprietary ERP or CRM or whatever how would you drive the interoperability conversation with all these entities to help deliver the customer experience how can... should we be thinking about customer experience across a complete ecosystem rather than from an enterprise point of view do you have thoughts on that please Clive and Mark? Well happy to jump in on that one I think the answer to the question should we be thinking about a customer journey across the ecosystem I mean the answer is 100% yes and that hopefully was the message I was trying to get across in my part of the presentation absolutely how then do you address the fact that as James said each entity within that ecosystem may be running their own proprietary ERP and CRM I think that's absolutely where enterprise architecture frameworks and the platform 3.0 work that's going on within the open group is absolutely critical because that then provides that common framework that enables that enables the consistency of approach between different entities within a digital ecosystem What we're seeing now is obviously there's the API brokering we've got API connectivity issues that we need to resolve we also have multi-sided marketplaces and data brokers and data aggregators starting to emerge so while I do agree with the sort of question that we do have silos of it's wrong to RP or CRM solution silos I don't think they're necessarily that way what we're finding is just very briefly is that we're seeing as the example I gave of the naval ID is that we see aggregator internet of things or outside in thinking technology starting to extend so you can either do extensions into another level of customer experience using mobile technologies and telecoms networks to extend your experience to the customer reach them easier but you can also horizontally integrate using API integration for example or use create marketplaces so part of what the open platform 3.0 forum is trying to do and is establishing is what are the designs that we can start to integrate these different environments together in principle and this is why we believe the open group is a good place to discuss this so thank you for bringing that up it hasn't gone away we still want interoperability heterogeneity in IT we're getting to the next level of discussion which is how do you cluster these things together to create new customer experience great question okay so perhaps we can move on to a slightly different topic which is one that's been discussed on the chat by Vicki McGovern and Michael Bair which relates to how you bring about this customer oriented thinking within the organization Vicki talks about the siloed nature of companies and siloed decision making and Michael talks about getting this onto the CXO's agendas is this customer journey something that you think organizations need to learn how to implement how to make important yeah Clive I can have a go first I'd say you're absolutely right there's a joined up execution problem and so part of the scope you can see on the slide there is operating models mechanisms for joining up different skill sets so our experience at PA Consulting is we're using sort of in the inventory profiling of what skills do you have to think in customer journey design ways there is a culture shift in terms of thinking that you need to think about and then there's another way of aggregating so another technique that we're using is think all digital spaces instead of thinking about the technology bottom up we're thinking about content and joining up things laboriously you could then turn it around and say well what are the outcomes am I trying to engineer arriving this customer excellence and sort of look at the target design that you're trying to achieve and then sort of coordinate intuitively a way of sort of getting people to focus on the overall customer experience design as the goal not trying to reconcile different things it won't change overnight but if you look at successful models of crowd sourcing there are mechanisms new innovative and innovation mechanisms now which aren't classical waterfalls you need to have a different approach Clive back to you I'm not sure I've got a brilliant answer for the question I think it's a very good question I think if you look at some of the most successful companies in the world at the moment you can see how what they're doing you can see how they're organizing you can see what they're doing in terms of customer centricity the potential appointment of a chief customer officer the implementation of customer centricity programs across the organization the implementation of design thinking of outside in thinking it's kind of evidenced in the results of some of the most successful companies around the world at the moment and I think that's sort of the best answer I don't think there is a silver bullet it's really just look at the successful companies and look at what they're doing look at the approaches they're taking and I think there's some very good examples you don't have to look to Silicon Valley for some fantastic examples of what you might call kind of digital leaders I think there's some extremely good examples in traditional industries in the petrochemicals in petrochemicals industry or in paints and coverings industry or in healthcare I think there's some very good examples of organizations that are what you might call kind of digital leaders that are really demonstrating leadership well thanks Clive and I think that's a very good point and a very good segue in fact to the wrap up that we will now proceed to because looking at the experience of others and learning from it is always a good approach and that's what organizations like the open group and forums and work groups within the open group enable people to do to share experience and learn from others so we have formed within the open group a new digital business strategy and customer experience work group which is a joint work group of our open platform 3.0 forum and our architecture forum and its aim is to develop and promote an understanding of what it means to be digital and to establish best practices for organizations providing digital customer experience and there's a URL there and you can learn a little more about it to answer I think perhaps a question which I see from Sonia about what will this work group actually deliver and a customer experience reference model is going to be a prime deliverable perhaps the most important deliverable of this work group but the development of that model is going to be based on the collection of user stories customer journey user stories will give us an understanding from which we will be able to develop the customer experience reference model and in all of that we will also gain and develop our understanding of disruptive digital business value we'll be looking cross industry telecoms retail financial services government other verticals and we'll be looking not only at the industry specific level but the model itself that we produce will be at a generic level so that is the work group that we are planning and the work that it will undertake and if you want to get involved you need to join the open group architecture or open platform 3.0 forum if your organization is not already a member of it and if you're not already a member of the open group even there's a URL there which tells you about membership and how to get involved members of the open group then need to subscribe to the digital business strategy and customer experience work group and to find out how to do that or indeed anyone who is interested in this area or who wants to find out more about what we're doing should please send email to Sonia Gonzalez or to myself and our two email addresses are posted there so that you can follow up contact us please and find out more about what we're doing and how to become involved. So with that I would like to end this webinar to give thanks to our two key presenters Clive Curtis and Mark Skelton you can see some details about them on this slide and also about myself and I would like to thank all attendees particularly those who shared their thoughts on the chat and who asked their questions on the chat and on the Q&A thank you very much and we look forward to seeing you at future open group webinars thank you.