No one size fits all solution to real digital journeys
Digital journeys are very much a product of corporate vision, customer expectations and industry landscapes, shared a panel convened during the Fuji Xerox Innovation Re:Mix Forum Future x Smart 2019.
Asked about what triggers digital transformation Patrick Kok, MD, Group Operations, Great Eastern Life said that his company wanted to increase speed to market, improve the cust experience and reduce the cost of internal operations while increasing efficiency. He added that a customer’s pain points should dictate what kind of technology should be used.
“Digital transformation has changed consumer behaviour a lot. My take is if you want to look at digital transformation, start with the customer first, then you work backwards,” he said.
Dr Lily Kong, President, Lee Kong Chian Chair Professor of Social Sciences, Singapore Management University (SMU) divided digital transformation drivers into the reactive and the proactive. An example of a reactive driver would be massive open online courses (MOOCs), which have become very popular and raised questions about a university’s role, she said. A university could react by creating its own MOOCs, putting their own material online, but it would basically be a ‘talking head online’, she said.
On the proactive side, the organisation could generate goals that help it to change its DNA. “We’re constantlly thinking about innovation, thinking about the customer,” she said. “How are you enhancing the educational experience of the students (as opposed to) using technology to enhance the experience in different ways?”
Dr Kong explained that SMU’s aim is not to focus on knowledge transfer alone when knowledge is ubiquitous. SMU is striving to find new ways of educating students such that collaboration is fostered and soft skills are enhanced, she explained. “What we want to use the classroom for is really to develop all the other skillsets besides knowledge,” she said, listing desired attributes such as resilience, resolve, a larger sense of purpose beyond the individual as well as responsibility to society and community.
The technology enables SMU’s goals. “It’s a proactive approach that defines the educational philosophy and that shapes your digital journey - not the other way around,” she said.
For Dr Cyrille Schwob, Asia-Pacific Head of Technology, Airbus, market disruption has been a trigger for digital transformation. “We used to be very confident that we could (work) at our own pace,” he said. “New entrants into the marketplace have changed the game and forced (us) into a different (direction).”
“You don’t want to stay there. You want to understand how to do things better,” he added.
Angus Luk, CIO, South APAC at L'OrĂ©al agreed with Kok that what the customer wants has been a digital transformation trigger. “It’s very much built into the culture - how you look at the consumer and how you enable them,” he said. “You look at the evolution of the consumer, the touch points, how they go to our store and how they go online. You need to enable that.”
For SMU, technology is used "to personalise rather than massify" learning and used for a specific outcome rather than going with the tide. Dr Kong described an experimental competency analytics system which refines what is taught based on how an individual student is learning. A heat map that is red would tell the teacher that the concepts may need to be retaught, whereas spots of red would identify which students have not understood the concept.
"We push material to the individual student that’s tailored to that individual student. It personalises the learning experience. It's experimental (and has had) good outcomes," Dr Kong said. "Students are learning better."
Kok talked about using technology to develop a simpler feedback system. With unhappy customers taking to social media to complain and catching an organisation unawares, customer satisfaction is critical, he said. On the other hand, this is an age where "consumers are more than happy to tell you how they feel about your products or services," he said.
"(If) they don’t like the service they will tell their friends, their Facebook friends, and all their friends will agree even if they don’t use our service."
Great Eastern Life found that one of the pain points customers experienced with insurance was in applying for a policy. There were many questions to answer, and quite a few which the applicant might not be able to answer immediately, such as the medical conditions of siblings or the last time a doctor was consulted about a specific medical condition.
The company analysed which questions in the form made no difference to the underwriters. "We cut down the questions. Now we can underwrite faster," he said.
Great Eastern Life also has an artificial intelligence (AI) engine that can increase straight-though processing. "We want to leapfrog (the competition) and double the rates of straight-through processing," he said.
L'Oreal is focused on augmented reality (AR). "AR and beauty is a very, very good combination," Luk noted. The company even acquired a technology vendor specialised in AR. "It can help enrich the experience. If I go to the store or online app the Modiface app can help to change the experience – hair colour, style, test mascara and lipstick, all of this is...really enriching our experience and then you can go to the store and experience it and buy it," he said.
"This is important to our business model and we need to bring that in and help the consumer to understand the product better."
There is a great variety in how outcomes are measured as well. While Luk can look at sales and the fact that there were 6.4 billion views on L'Oreal's videos on YouTube last year, Dr Kong said that the results from education may not be seen for many years. She took a similar view to digital transformation.
"The real value of a digital transformation (project) is like any other transformation - whether you have embedded a culture of innovation and continuing transformation among your colleagues," she said. "Today it’s digital transformation. Tomorrow it might be a different kind of transformation."
Hashtags: #BuiltForMore, #fxremix
Asked about what triggers digital transformation Patrick Kok, MD, Group Operations, Great Eastern Life said that his company wanted to increase speed to market, improve the cust experience and reduce the cost of internal operations while increasing efficiency. He added that a customer’s pain points should dictate what kind of technology should be used.
“Digital transformation has changed consumer behaviour a lot. My take is if you want to look at digital transformation, start with the customer first, then you work backwards,” he said.
Dr Lily Kong, President, Lee Kong Chian Chair Professor of Social Sciences, Singapore Management University (SMU) divided digital transformation drivers into the reactive and the proactive. An example of a reactive driver would be massive open online courses (MOOCs), which have become very popular and raised questions about a university’s role, she said. A university could react by creating its own MOOCs, putting their own material online, but it would basically be a ‘talking head online’, she said.
On the proactive side, the organisation could generate goals that help it to change its DNA. “We’re constantlly thinking about innovation, thinking about the customer,” she said. “How are you enhancing the educational experience of the students (as opposed to) using technology to enhance the experience in different ways?”
Dr Kong explained that SMU’s aim is not to focus on knowledge transfer alone when knowledge is ubiquitous. SMU is striving to find new ways of educating students such that collaboration is fostered and soft skills are enhanced, she explained. “What we want to use the classroom for is really to develop all the other skillsets besides knowledge,” she said, listing desired attributes such as resilience, resolve, a larger sense of purpose beyond the individual as well as responsibility to society and community.
The technology enables SMU’s goals. “It’s a proactive approach that defines the educational philosophy and that shapes your digital journey - not the other way around,” she said.
For Dr Cyrille Schwob, Asia-Pacific Head of Technology, Airbus, market disruption has been a trigger for digital transformation. “We used to be very confident that we could (work) at our own pace,” he said. “New entrants into the marketplace have changed the game and forced (us) into a different (direction).”
“You don’t want to stay there. You want to understand how to do things better,” he added.
Angus Luk, CIO, South APAC at L'OrĂ©al agreed with Kok that what the customer wants has been a digital transformation trigger. “It’s very much built into the culture - how you look at the consumer and how you enable them,” he said. “You look at the evolution of the consumer, the touch points, how they go to our store and how they go online. You need to enable that.”
For SMU, technology is used "to personalise rather than massify" learning and used for a specific outcome rather than going with the tide. Dr Kong described an experimental competency analytics system which refines what is taught based on how an individual student is learning. A heat map that is red would tell the teacher that the concepts may need to be retaught, whereas spots of red would identify which students have not understood the concept.
"We push material to the individual student that’s tailored to that individual student. It personalises the learning experience. It's experimental (and has had) good outcomes," Dr Kong said. "Students are learning better."
Kok talked about using technology to develop a simpler feedback system. With unhappy customers taking to social media to complain and catching an organisation unawares, customer satisfaction is critical, he said. On the other hand, this is an age where "consumers are more than happy to tell you how they feel about your products or services," he said.
"(If) they don’t like the service they will tell their friends, their Facebook friends, and all their friends will agree even if they don’t use our service."
Great Eastern Life found that one of the pain points customers experienced with insurance was in applying for a policy. There were many questions to answer, and quite a few which the applicant might not be able to answer immediately, such as the medical conditions of siblings or the last time a doctor was consulted about a specific medical condition.
The company analysed which questions in the form made no difference to the underwriters. "We cut down the questions. Now we can underwrite faster," he said.
Great Eastern Life also has an artificial intelligence (AI) engine that can increase straight-though processing. "We want to leapfrog (the competition) and double the rates of straight-through processing," he said.
L'Oreal is focused on augmented reality (AR). "AR and beauty is a very, very good combination," Luk noted. The company even acquired a technology vendor specialised in AR. "It can help enrich the experience. If I go to the store or online app the Modiface app can help to change the experience – hair colour, style, test mascara and lipstick, all of this is...really enriching our experience and then you can go to the store and experience it and buy it," he said.
"This is important to our business model and we need to bring that in and help the consumer to understand the product better."
There is a great variety in how outcomes are measured as well. While Luk can look at sales and the fact that there were 6.4 billion views on L'Oreal's videos on YouTube last year, Dr Kong said that the results from education may not be seen for many years. She took a similar view to digital transformation.
"The real value of a digital transformation (project) is like any other transformation - whether you have embedded a culture of innovation and continuing transformation among your colleagues," she said. "Today it’s digital transformation. Tomorrow it might be a different kind of transformation."
Hashtags: #BuiltForMore, #fxremix
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