Issue 1

1 Introduction
2 Increasing digital
Formulating a Successful Equation
maturity and
embracing new
business models
for a Digital Renaissance
Leading businesses understand the value of experience-driven data
9 Research from
Gartner: Disruptions
and Disruptors: Use
Digital Business
Lenses to Uncover
Secondary Disruptions
13 About the Author Introduction
13 About NTT DATA

In recent years, weve seen many businesses evolve

to take advantage of digital technologies and
processes to improve their customer experiences
and gain a competitive edge. Even more striking
is the emergence of companies born in the digital
age that have no technology heritage and are free
to innovate at a rapid pace. These disruptors not
only understand that the world is rapidly changing,
they also lead with experience-driven data, using
adoption and agility as their new currency.

This newsletter ties together our insights on this

Mark Fulgham
phenomenon with research from Gartner analysts President, Enterprise Application Services
David Mitchell Smith, Daryl C. Plummer and David NTT DATA, Inc.
Yockelson on the use of digital business lenses to
uncover secondary disruptions.
To learn more about NTT DATAs Digital Business
Our hope is that these ideas and research will solutions, contact us at digital@nttdata.com.
provide strong direction for how your company can
evolve its digital strategy. Importantly, we offer a Mark Fulgham
simple equation that contains a repeatable formula President, Enterprise Application Services
for digital business success that is, a valuable NTT DATA, Inc.
method for creating a digital renaissance within
your company. The equation clearly shows how
three critical factors combine to form the basis
for an agile development process that repeatedly
produces successful digital outcomes.
 2

Increasing digital maturity and embracing new

business models
Four themes run through the challenges that 4. How do we move to a faster and more agile
organizations face in the digital era regardless development process based on sprints that
of industry. occur at regular and frequent intervals?

1. How do we create a more meaningful, more The high-level answer to these questions is
engaging customer experience? bridging the gap between a data-driven model
Companies must raise
in which prediction is the main currency (where
the value of IT projects 2. How do we bring our physical and logical are the potential risks?) to an experience-driven
and narrow the strategic storefronts together? model in which agility is the main currency and
value gap to the
organizations are delivering brand loyalty, identity
business by increasing 3. How do we obtain a set of analytics that helps and employee unity (fast development of good
their overall digital us (1) understand whats going on with our enough work). Figure 1 illustrates this concept.
maturity. business and (2) deliver a more engaging
customer experience thats not intrusive?

FIGURE 1 Closing the innovation-to-adoption gap

INNOVATION ADOPTION

Data Driven Experience Experience

drives data Driven
B

Prediction is the Data improves Agility is the

currency experience currency

Source: NTT DATA


FIGURE 2 The four stages of digital capability
VALUE GAP
STRATEGIC
11
BUSINESS VALUE
One-off Social and
Mobile Applications
Introductions
Interaction
Intelligence
Source: NTT DATA
More specifically, companies must raise the value
of IT projects and narrow the strategic value gap
to the business by increasing their overall digital
maturity. Businesses generally move along the
continuum shown in figure 2 with the stages
defined as follows:
Stage 1: Creating one-off social and mobile
applications
The first stage of the digital capability maturity
model represents those enterprises that have
developed one-off mobile applications or
those who reach their audiences with popular
social platforms. In this stage, the enterprise is
focusing on the three Is: (1) introductions to the
companys digital experience, (2) interactions
with the brand and what it stands for and (3) the
collection of data and some simple intelligence in
a stand-alone application.
Stage 2: Creating interactive and immersive
experiences
Stage 2 represents interactive closed-loop
experiences where data is loaded and binded
into the system and analytical processing is
performed along with tracking to enable non-
intrusive suggestions or offers throughout the
immersive experience. The key step in stage 2 is
to break down data silos. The enterprise designs
emotionally-engaging experiences that are built on
a foundation of understanding user needs and their
context. Experiences are delivered consistently
across channels to create sustained engagement,
3
44
Resourceful and
33 Generationally-
aware Innovation
Scaling the
22 Digital Enterprise
Agility is the currency
of adoption. Data
virtualization agility
Public data
Interactive Experiences connects:
Business for Business
Data virtualization (B4B) data Microservices agility
connects interactive Data management agility
Internal data
experiences with:
Data binding
Analysis
Tracking
Offers
DIGITAL CAPABILITY MATURITY MODEL
to lower the total cost of ownership and to drive
brand loyalty. This is in wide-scale use today
with search engine marketing or marketplace
purchasing suggestions.
Stage 3: Scaling the enterprise
In stage 3, the enterprise moves into a mode of
scaling the model across all applications and data
sources. In this stage, data is abstracted through
data virtualization so that all forms and sources
of data (public, business for business (B4B) and
internal) can be joined logically. Systems of record
are integrated with systems of engagement,
advancing toward data standardization and overall
business/IT alignment in the enterprise. This
approach is a stark contrast to the existing bulk
or batch data integration processes (e.g., Extract-
Transform-Load or ETL) that are common today.
Stage 4: True innovation that is resourceful
and generationally aware
Here, organizations create transformative
business models that are scalable, adaptable and
personalized to consumer needs and hedge against
disruptive digital forces. A cultural transformation
takes place at the enterprise level, driving the
enterprise to re-imagine its customer experiences
and to adopt new business models, technologies
and processes. At stage 4, the enterprise has
complete access to all data sources from emerging
data lakes and heritage data management systems
throughout the company and/or its subsidiaries.
These interconnected data sources provide
 4

new levels of agility, enabling organizations to
enhance both employee and customer experiences
with personalized brand interactions based on
device, location, preferences and other collected
data. A stage-4 enterprise fully understands the
psychology of the generations (Baby Boomers, Gen
X, Gen Y, Millennials, etc.) and thereby what is
important to each of its customers. Microservices
are widely used in stage-4 organizations as they
develop and deploy continuous improvements
to their digital business applications. The agility
introduced by microservices becomes the currency
of adoption.
Flipping the pyramid
Today, most organizations structure their customer
Dynamic systems are
experiences in a pyramid shape with the top of
the sum of three factors:
the pyramid representing the front office. The front
understanding friction,
office is the point of interaction and differentiation.
understanding that your
The middle section of the pyramid is the mid-
brand is the center of a
office, which coordinates the internal and
customers experience
external workings of the company including data
and knowing how to
synchronization. And the functions at the bottom
deliver in a world of
of the pyramid, known as the back-office, drive
many clouds, multiplied
all aspects of the digital nervous system through
by an investment profile.
business processes and the IT management
dedicated to running the business.
The flaw with the pyramid shape is that it narrows
as you move upwards from the back office to
the front office, reaching a point at the height of
the customer interaction in the front office that
significantly limits the ability to create a truly rich
and profound customer experience.
NTT DATA recommends inverting the pyramid to
adopt a funnel approach in delivering personalized
customer experiences. In this model, the front
office widens to allow organizations to actively
demonstrate originality for generationally-aware
experiences. Enterprises invest in building up the
front office with co-innovation provided by its IT
services partner(s) to achieve the highest levels of
customer personalization. The mid-office becomes
the place where abstraction and automation
are key enablers of the organic and inorganic
partnerships that scale out from, or within, the
company. And, the back-office continues to be
optimized to deliver peak operational performance.
A formula for success
NTT DATA believes the equation below describes a
repeatable formula for digital business success.

FIGURE 3 A successful formula for a digital renaissance

Data-driven becomes
experience-driven
= ( Identify
pain points
+
Emphasize a
brand-centered
experience
+
Delivered through
(
a world of many clouds
and applications
Align on the
investment

Source: NTT DATA

 5

Your Customers Are Experiencing

Friction Now What?

Being able to indentify and mitigate high-friction

areas in your business model is the first step
in creating a superior experience and creating
customer loyalty.

Download the perspective

On the left, we see that dynamic systems are the sum
of three factors: understanding friction (pain points),
understanding that your brand is the center of a
customers experience and knowing how to deliver in
a world of many clouds.
On the right, we see that each success factor must
align to a variety of investment profiles (a force
multiplier, if you will). Multiplying the sum of the
success factors with the force multiplier results in the
total business outcome.
Critical success factor 1: Reexamine friction
The changing business landscape means that
customer service representatives, claims adjusters and
loan officers (among others) are no longer the primary
users of your companys business and technology
solutions. In a customer-centric business model,
success lies with understanding and addressing the
challenges faced by the external customer first and
foremost.
Customer friction represents any interaction that has
a negative impact on the customers experience.
Examples of actions that can increase customer
friction include:
Requiring the customer to switch communication
channels to accomplish a transaction (moving
from phone to email to fax)
Alerting the customer after a problem has occurred
without offering a solution (your credit card has
expired and your payment is now late)
Inconsistency across the experience (different
user interface design or varying processes across
channels for the same transaction)
Not applying knowledge of customer history and
preferences (leveraging details from
past interactions)
Requiring the customer to resupply information
they have previously provided
Technology is a
Excessive customer-driven steps and decision powerful enabler, but
points (entering information multiple times in a to create immersive
single transaction) experiences and truly
become digital, you
Obscure references, multiple acronyms or requiring must re-align your
detailed knowledge of your companys policies or company around your
procedures core values.
Technical challenges with client-facing
applications (broken links, frozen interfaces, etc.)
Obviously, the less friction that customers
encounter, the more likely they are to be satisfied
with a product or service and continue to do
business with your company (unlike our scenario).
The more friction customers encounter, the more
likely they are to disconnect from the company
anything from hanging up the phone or clicking
away from the website to choosing never to do
business with you again.
We all have our favorite companies. These
businesses do more than offer the products or
services we want they amaze us by making it
easy to conduct business with them. Most have
gotten to where they are today through months
or years of trial and error, combined with a little
customer feedback and a lot of luck. Companies
can shorten that cycle by objectively quantifying
customer friction to pinpoint challenges and
proactively drive improvements tailored to those
challenges.
Critical success factor 2: Reimagine experiences
Today, we expect connected systems that work in
concert to create an ecosystem of engagement. We
want to interact when, how and where we choose.
Already, immersive, omnichannel experiences
involving web, mobile, integrated voice response (IVR),
6

Read our blog posts to learn more about creating

immersive experiences for
your customers.
Why Your Company Must Create Immersive Experiences
3 Steps to Creating an Immersive Experience

customer care, email and chat are the new normal. For
companies with the means to create these immersive
experiences, the opportunities are enormous:
Engage. Trans-media storytelling delivers your
message to the right audience, via the right
channel, at the right time.
Connect. Unified social, mobile and web
content create a comprehensive brand
experience that enables a digital field force.
Captivate. Compelling, personalized design
creates deep brand connections. Gamified
content engages and motivates consumers.
Technology is a powerful enabler, but to create
immersive experiences and truly become digital,
you must re-align your company around your core
values. Uber used existing technology (text, GPS
and social sharing) to address all of the pain points
in a travel experience. Will I be able to get a taxi?
Will it be clean? How long will it take to arrive?
How much will it cost? Uber mapped the customer
journey, identified those pain points and developed
a service that hinges on a great experience.
A brand-centered, omnichannel experience
removes friction and is generationally aware.
It starts with creating a design strategy and
developing the user experience and the visual
design in order to build a lean user-experience
framework. Wireframes are used to quickly iterate
possible solutions, a responsive web design
reference architecture is created and operational
reliability and support are built in.
Critical success factor 3: Reengineer
frameworks
Interconnected, purpose-built platforms work
in concert to deliver the customer experience.
What businesses need now and moving forward
is a pervasive platform, meaning one that is
simply there in simple terms. Older IT platforms
and models do not meet this definition. Cloud-
based platforms do, but they must become even
more ubiquitous, underpinning every aspect of
IT, from business execution to business insight,
applications and, of course, infrastructure.
Its also important to realize that as you build
these capabilities, you must consider not only how
people interact with people, but also how people
interact with machines and how machines interact
with machines. Essentially, your digital business
must function consistently across all three of these
interaction personas.
Force multiplier: Aligning on the investment
In every IT estate, there are various investment
profiles that must be put in place some
offensive, others defensive.
The force multiplier (see figure 4) illustrates the
way companies can ensure that reengineered
platforms, reimagined experiences and reexamined
friction are in complete alignment.
As enterprises move from the bottom half of
the quadrant to the top half, spending will shift
from defensive IT investments (spend-to-save
conversations) to offensive IT investments (invest-
to-grow conversations).
 7

FIGURE 4 The force multiplier redefines success by creating alignment on investment priorities

Low to High Need for new Investment

Turnaround Strategic
Mode Mode

Support Factory
Mode Mode

Low to High Need for reliability

Understanding how the force multiplier changes

Defensive Moves Offensive Moves

Source: NTT DATA

For each project, define: There are many business and technical benefits
of a microservices architecture, especially when it
1. Goals. Is this a transformational undertaking or comes to digital projects:
are we looking to standardize and streamline?
1. The constant change in todays business
2. The current digital ecosystem. Define environment and frequent updates to
interactions, redundancies, metrics and technology versions and platforms requires
experiences. a high level of agility when developing and
architecting systems. The microservices
3. The gaps and opportunities relative to the architecture enables companies to scale
goals. Are business leaders driving investments? efficiently with little system overhead and
relatively few lines of code.
4. Prioritization of those opportunities based on
strategic value vs. difficulty of implementation. 2. The always-on/on-demand nature of digital
Are they near-term, mid-term or long-term technologies and solutions means that an
opportunities? architecture must handle system failures
and downtime effectively. Given that each
Benefits of a microservices architecture in microservice is an independent component, you
digital projects1 wont impact the whole application if a failure
Part of a successful co-development approach is occurs. The failure impacts only the individual
the use of microservices to organize applications microservice, and chances are good that the
around the way customers want to engage. application as a whole will run smoothly.

1
Siddiqi, Shamlan, Benefits of a Microservices Architecture in Digital Projects, NTT DATA, October 12, 2016.
8
3. Development teams can more quickly take
advantage of new technology releases of mobile,
social or other applications for each independent
component in the application. This allows for
quicker adoption, testing and validation of new
technologies and versions of technologies.
Provided that a microservices approach is
used within a framework that incorporates an
understanding of and alignment with business
requirements and goals, companies can expect to
see a big impact on the bottom line, including:
Shorter time to market for solutions
Better, more accessible systems on demand
Ability to quickly access real-time,
integrated information
Very little downtime and lower total cost of
ownership of complex solutions
Conclusion
Happy customers and frictionless experiences
are the cornerstones of todays successful digital
businesses. Achieving these goals is not simple,
especially for enterprises competing with rivals
born in the digital age with cloud-native and
mobile applications.
But companies that successfully execute on this
equation will experience a digital renaissance that
puts them squarely where they want to be: creating
better business outcomes by building customer-
centric systems, seemingly without effort.
Watch Mark Fulghams presentation, Formulating
a Successful Equation for a Digital Renaissance, as
presented at Gartner Symposium/ITxpo in
October 2016.
To learn more about NTT DATAs Digital Business
solutions, contact us at digital@nttdata.com.
Source: NTT Data

Research from Gartner
Disruptions and Disruptors: Use Digital Business Lenses
to Uncover Secondary Disruptions
Using the right tools can enable business
unit leaders in end-user organizations to take
advantage of opportunities in disruption. Gartners
digital business lenses can be used beyond digital
business to understand the disruptions themselves,
as well as second-order disruptions and priority
areas.
Key Findings
Disruption is a phenomenon that organizations
must identify and analyze before uncovering
opportunities.
Opportunities resulting from disruption are
often difficult to see due to the amount of noise
and hype around the topic.
Secondary disruptions provide opportunities to
organizations that anticipate them.
Recommendations
Business unit leaders in end-user organizations should:
Use digital business lenses beyond digital
business to evoke questions to analyze a
disruption and determine the most appropriate
and immediate action.
Look beyond immediate disruptions for second-
order effects and their related opportunities.
Use the digital business lenses to examine
mature businesses. Identify the cash flow that is
most vulnerable to a coming disruptor through
one or more of the digital business lenses.
Use the digital business lenses to analyze your
growth as business accelerates. Identify where
you could add capabilities to boost growth and/
or where your competitors are flanking you.
Analysis
Introduction
Digital disruption is happening all around us. There
are numerous examples of how new entrants have
9
disrupted existing markets and wreaked havoc
on established businesses. Digital business is a
common component of many of these disruptions.
Digital business itself can be the disruption. Within
these disruptive scenarios, many opportunities
exist. Some of these are direct consequences of
disruption, while many others are second-order
effects and are harder to identify. These secondary
disruptions lead to vectors of disruption a path
through the disruptions.
Business unit leaders in end-user organizations will
face unprecedented challenges and opportunities
in assisting their organizations to navigate
disruption. Finding the right opportunities requires
skills, tools and looking through the right lenses.
Our research agenda focusing on digital disruptions
and disruptors provides some of these, including
digital business lenses.
Gartner introduced digital business lenses in Use
Digital Business Lenses to Focus on Opportunities
as a tool to enable organizations to focus on
the nonobvious opportunities that are available
in the transition to digital business. One of the
main concepts of the lenses is to focus on the
intersections between the three main elements of
digital business: people, business and things. You
can use these different lenses to focus on critical
issues at the intersections of people, business and
things. Then, you can zoom in on opportunities that
are illuminated by looking through these lenses.
Like with the Nexus of Forces (cloud, mobile, social
and information), the real opportunities lie at the
intersections rather than with the discrete items.
Looking at the intersection of cloud and mobile,
for example, leads to greater opportunity than
looking at each one separately. Digital business
is similar, with some well-known focus areas
for organizations. This includes the nexus forces
themselves, as well as prototypical examples
of digital business such as 3D printing and the
Internet of Things (IoT). However, the real value lies
at the intersections.
10

FIGURE 1 Digital Business Lenses

FPO
Source: Gartner (October 2016)

The three lenses (see figure 1) are:
Digital being: The intersection of people
and things
Digital interacting: The intersection of people
and business
The digital interacting lens is about how people
work and collaborate, interacting with businesses
as employees and customers. This lens examines
how people will work and how customer-business
relationships will evolve in digital scenarios.
This lens highlights topics such as:

Digital operating: The intersection of business Digital customer interactions

and things
The digital being lens is about how people
behave. This lens examines the digital effect on
peoples lifestyles and how they use technology to
improve themselves and their behaviors. It focuses
on issues such as:
Human augmentation
Digital workplace
Cognitive (smart machine) support
The digital operating lens is about how the business
operates in a digital mode. This lens examines how
business operations and assets are used in a digital
context to develop new business models.

Digital ethics Viewing digital business through this lens reveals

how business operations change. This is where
Postmobile interactions (where the focus has new business models are developed and where
shifted from mobile devices to the mobility new types of digital assets are created. This lens
of people) highlights issues such as:

Digital humanism Digital assets, transformation and management


Digital BizOps (applying DevOps principles
to business)
Bimodal operations
The digital business lenses can be used in many
ways. One of the best ways is using them to look
at a broad subject, market or set of offerings in
order to uncover opportunities. This is described
in Use Digital Business Lenses to Focus on
Opportunities. However, these lenses are flexible
and can be used in broader scenarios.
What If You Could Have Predicted Uber?
What if you had a tool that could identify
disruptions before they happened and, more
importantly, guide you to resulting opportunities?
What if the tool allowed a way to filter those
opportunities into component parts to enable the
identification of potential action items? What if
you had something that could guide you toward
asking the right preliminary questions? The lenses
provide the basis for such a tool.
Lets look at a quintessential digital disruption
example Uber. What if you could have
predicted Uber? You could look at the category
of transportation queuing, which describes the
broader situation. In this case, you could have used
the lenses to identify questions to ask first, such as:
How can you leverage the massive computing
power available in peoples hands, along with
the pinpoint accuracy of GPS location?
How can you reduce friction and make
the transaction between the consumer and
transportation provider much easier?
How can you change the underlying operating
model to eliminate the ownership of assets or
direct employment of drivers?
Using lenses this way may smack of 20/20
hindsight, but the example is useful for several
reasons. Although you may not be in the
transportation queuing business, or had a vision
of disrupting it, understanding the nature of the
disruption has many potential benefits:
You could have been better prepared to provide
solutions to the disruptive entities. Although
many of these organizations do a considerable
amount of original engineering, they still have
needs for products and services some of
which you may have or could develop.
11
You could have partnered with other
organizations to take advantage of
opportunities. More opportunities could
be available by combining efforts to take
advantage of joint offerings that could leverage
intersections highlighted by the lenses.
You could be better prepared for second-order
disruptions that often result from primary
disruptions. Understanding the nature of a
disruption and what may come next has the
potential to provide significant
competitive advantages.
Using the lenses in this way requires understanding
where the inefficiencies or problems are in the
industry/process being analyzed. In the Uber
example, identifying the friction means having to
pay after the fact, having to tip, and/or knowing
who the driver was. Basically, it means applying the
lenses to known issues and artificial barriers.
Applying the digital being, interacting and
operating lenses to transportation queuing
highlights the following:
Digital being:
A simple, compelling, one-button
engagement model
Use of existing mobile infrastructure and a
mobile app construct
Digital interacting:
A payment mechanism, utilizing credit card
and other cashless methods, that makes for
simple, easy transactions
A way for drivers to get integrated access to
passenger information, location and directions,
and not have to collect fares directly
Digital operating:
Accurate and timely matching of drivers and
passengers, resulting in quick service and
high utilization
The organization does not need to own
physical assets or directly employ the drivers
Access to a workforce that doesnt need to
make significant investments in medallions/
licenses (an example of an artificial barrier)
to participate
12
Disrupting the Disruptors
Although Uber has clearly been a disruptor, it has
its own challenges living in a digital world. Issues
around driver satisfaction and security have been
well publicized. Also, the company itself is not
immune from disruption. The best example of
this is autonomous vehicles. Although Uber has
embraced autonomous vehicles and has efforts
underway to leverage their use, the concept has
potential to not only disrupt Uber, but to pave the
way for additional, second-order disruptions.
Using Lenses for Disruption
Generally Uncovering Second-Order Disruptions
You can also apply the digital business lenses to
autonomous vehicles disruption and examine
the intersections to uncover other second-order
disruptions.
Applying the digital being, interacting and
operating lenses to the autonomous vehicles
disruption highlights the following:
Digital being:
The vehicles themselves and the market
for them
The interaction between occupants and
vehicles different designs for the different
roles of occupants
Digital interacting:
Ethics: Issues such as liability, insurance and
prioritizing some occupants over others
Ownership and employment issues
Digital operating:
Urban design: Will we see a return to people-
centric versus car-centric cities?
Roads: Specialized roads as well as
retrofitting
The digital business lenses are versatile and can
be used in many ways. Many potential disruptions
are yet to be experienced, and many more
opportunities are to be uncovered beyond digital
business. Artificial intelligence, the API economy
and algorithmic business are just a few examples
of concepts that stand to drive further disruptions.
Gartner Research Note G00316474,
David Mitchell Smith, Daryl Plummer, David Yockelson,
05 October 2016
 13

About the Author

Mark Fulgham, President, Enterprise
Application Services, NTT DATA, Inc.

Mark Fulgham is the president of Enterprise

Application Services at NTT DATA, Inc., a Global
IT Innovator delivering technology-enabled
digital business services and solutions to clients
around the world. He leads a global team of
consulting, sales, solutions, service delivery and
client satisfaction professionals that partner and
guide our clients along the digital journey. Mark
also heads up the Office of the CTO for North
America, which defines the innovation strategies
and directions for the company worldwide. Mr.
Fulgham has 30+ years of experience in the IT
services industry, holds 16 patents in the area of
structured and unstructured data manipulation
and has advanced degrees in industrial and system
engineering from San Jose State University.

About NTT DATA

NTT DATA is a top 10 global business and IT
NTT DATA partners with clients to navigate and
services provider with 100,000+ professionals in
simplify the modern complexities of business and
more than 50 countries, and is part of NTT Group, a
technology, delivering the insights, solutions and
partner to 85 percent of the Fortune 100.
outcomes that matter most. We deliver tangible
business results by combining deep industry
nttdata.com/americas
expertise with applied innovations in digital, cloud
and automation across a comprehensive portfolio
of consulting, applications, infrastructure and
business process services.

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