Impacto da Cultura na Transformação Digital

Zaffari

Alexandre Blauth
LA Executive Program

Rodrigo Mylius
Business Director

Jun 2018

CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner
audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or
publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered
trademarks of Gartner, Inc. or it’s affiliates.
The Kodak Moment
Kodak vs. Fujifilm

Kodak buys
Ofoto in 2001

#GartnerSYM
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3 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
 Do you close your eyes and hold on for dear life, hoping to survive? Do you resign yourself to the ride, with the faith that you will get through?

Or do you raise your hands high and say faster!

How will you speed through the

trough?
4 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
IT systems to run.
Customer Experience
to engage.
Things to sense
Intelligence to decide.
Ecosystem foundation
to interact

5
It will not only transform your organization, but industries and society.
CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
In 2005, traditional stores were in denial.

"Nobody will buy clothing online..."

“Everyone wants to try it on”!

They were wrong.

Customers flocked to online stores like Amazon, and to
the more nimble supply chain optimized brick and
mortar stores like H&M and Zara.
 This year Amazon became the largest clothing retailer in the United States!

The incremental growth of its clothing lines alone - will dwarf the current revenues of its major competitors.
 E-commerce and digital are affecting every retail sector and a clear pattern has emerged.

Once digital revenues for a sector hit 20% of total revenue ... the digital bloodbath begins.
 How do you do it?

Our Board of Director studies show that talent and culture are top
challenges for all functional leaders, including CIOs.

But one thing is clear ...

11 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
We will need a different approach.
12 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
 How will the job market fill the gap?
13 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
 In addition to
providing value on it's
own ...
we believe that AI will
be critical to solving
both digital security
and IoT challenges.

It will be an essential
defense ... creating a
continuously adaptive
risk and trust
response. Prioritize your investment in Artificial
14 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Intelligence ... beginning at the top with AI
capable leaders.
 AI experience.

One Millionth of one percent of the work force

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16 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
 Intelligent Digital Mesh
By 2020, 20% of companies will dedicate
workers to monitor and guide neural
networks
By 2022, 30% new development projects
will have AI components delivered by joint
teams of data scientists and programmers
18 © 2017
2016 Gartner, Inc. and/or its affiliates. All rights reserved.
 AI Foundation: AI is the Backbone of Future Systems
• Facial and Gestor • Search engines
recognition
• Weather
• Speech forecasting
recognition 1
Supervised Learning
• Identity Fraud
detection
Machine • Recommendation
engines
• Robotics Learning
• Customer
• Autonomous
segmentation
vehicles
• Big data
• Learning tasks
visualization
• Real-time
• Feature elicitation
decisioning
• Structure discovery
• Gaming AI
19 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
 Conversational Systems: New experiences for the Users

Multiple
Devices &
Sensored
Conversational Spaces Expanded I/O
Channels

Apps and Services

Personalized
Collaborative Each task or behavior Seamless
Dynamic Mesh with Devices

Stateful
Ambient

Contextual

21 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.

 Who Will You Talk To?
By 2020, the average person will have more
conversations with bots than with their spouse.

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 Immersive Experience: An Expanding Set of User Perception Models

Mixed Reality

Augmented Reality CAVE

Smartphone/Tablet AR
Smart Mirrors Virtual Reality

Low/None Partial Full Advanced

 Intelligent Digital Mesh
By 2022, the Internet of Things (IoT) will save
consumers and businesses $1 trillion a year in
maintenance, services and consumables.

By 2022 user perception of and interaction with

the digital world will begin to deliver a transparent
immersive experience
24 © 2017
2016 Gartner, Inc. and/or its affiliates. All rights reserved.
25 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Prepare For New Technologies
n Needed new skills Found skills hard to find

Artificial Intelligence (AI) 807 47% 37%

Digital Security 2,242 26% 22%

Internet of Things (IoT) 1,115 25% 10%

Blockchain/ Distributed
Ledger
293 23% 18%

Digital Twin 381 9% 6%

Which of these technologies will require (has required)…

n varies by technology; Base: In short-term planning/already invested in technology area
#GartnerSYM
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 Digital Technology Platforms: Conversational AI-Powered Platforms

Conversational AI and IoT 2017 onward

Mobile and Cloud 2007-2016
Internet and Web Applications 1998-2007
Client/Server and GUIs 1990s
PCs and File-Sharing LANs 1980s
Minicomputers 1970s
Mainframe Systems 1960's

The ability to converse with AI-enabled platforms transforms the customer

experience. CEOs must ensure their CIO/CTO is actively engaged.

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 Artificial Intelligence
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29 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Visionaries Are Building Platforms

31 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Existem duas Dimensões para os Negócios Digitais

Same business model New business model

Digital Business Digital Business
Optimization Transformation

Better Customer Net-New Product New Business

Improved Productivity
Engagement and Services Models
& Revenue
Where are we
today?
 Otimização: agrega valor significativo sem mudar o Modelo de Negócios

1 2 3 4 5 6 7

Optimize Optimize Improve Optimize Optimize Optimize Enhance

COGS & SG&A employee inventory physical financial customer
Price productivity assets assets & experience
cash

e.g. IoT & 3DP to e.g. digital e.g. AI & RPA to e.g. analytics to e.g. IoT to e.g. analytics to e.g. digital
reduce costs & channels to take on more better forecast maximize uptime, better assess channels & IoT to
analytics to optimize sales & volume without and IoT to track life, yield and risk provide connected
optimize price mkt increase inventory reduce energy experiences
effectiveness headcount usage

Improve Improve Increase Improve

Operating Workforce Asset Customer
Margin Utilization Experience
 Transformação: objetiva novas formas de receitas e Modelos de Negócios

Less transformative More transformative

1 2 3 4 5 6

Sell Digitalize Sell Metered Contract Run A Platform Move Into

Existing Product or Revenue Based on Business Adjacent & New
Digital Service Shared Industries
Assets Risk
Outcome •E.g. Tesla
•E.g. a business that Powerwall
has sellers, buyers
•E.g. selling •E.g. selling •E.g. selling on •E.g. price varies all working on same
data and connected pay-as-you-use based on a platform
algorithms machines & basis shared outcome New
services metric
Industry
Connected Revenue
Platform
Revenue Revenue
Investiment increases - Latam

41 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Speeding through the trough to value at scale is all about people.
Change the technology, extend the people.
We mean people.
It's time to get creative with a multi-year talent strategy.

Find alternative ways to fill the need ...

• Contracting, renting, sharing,
• Nurture from within,
• Crowd-source
• Lease skills instead of buying them
• Work with your sourcing leaders to capitalize on external services.

Don't do it alone.
 Plan for Related Areas of Expertise in the Future
Digital Product
Internet Algorithmic Intellectual
Robotics 3D Printing and Service
of Things Business Property
Portfolios

Data Machine Economics

User Interface Monetization
Science Learning
Design
Retail Models
of Digital Trust Models
and Analytics and AI Business

API and Platform and

Web-Scale
Cybersecurity Services Ecosystem Smart Cities Techquisitions
Infrastructure
Platform Design Modeling
Human Engagement
Technology Domains Business Concepts
Predictive
Design
Neuroscience Behavior
Thinking
Modeling

Immersive Community
Gamification
Experiences Mastery

Customer
Digital
#GartnerSYM Experience Privacy
Ethics
50 CONFIDENTIAL AND PROPRIETARY I
Design
© 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
 Plan for Related Areas of Expertise in the Future
Digital Product
Internet Algorithmic Intellectual
Robotics 3D Printing and Service
of Things Business Property
Portfolios

Data Machine Economics

User Interface Monetization
Science Learning
Design
Intelligence Models
of Digital Trust Models
and Analytics and AI Business

API and Platform and

Web-Scale
Cybersecurity Services Ecosystem Smart Cities Techquisitions
Infrastructure
Platform Design Modeling
Human Engagement
Technology Domains Business Concepts
Predictive
Design
Neuroscience Behavior
Thinking
Modeling

Immersive Community
Gamification
Experiences Mastery

Customer
Digital
#GartnerSYM Experience Privacy
Ethics
51 CONFIDENTIAL AND PROPRIETARY I
Design
© 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.
Technology Enabled Capabilities: Enhancing Customer Experience

53
54
 Cultural Change Is the Biggest Bimodal Barrier
Complex Organization, 1% No Barriers, 0%
Process & Org., 1% Understanding, 1%

No Barriers, 2%
Regulation, 2%
Done, 3%
Culture, 15%
Size, 3%
Immature, 3%

Unnecessary, 3%
Cost, 4%
Priority, 13%
Time, 5%

Skills, 6%
Legacy, 10%

Other,
6%
Source: 2016 CIO Survey
Cultural Barriers = 21%

Risk, 7% Resource, 9%
Business Culture, 6%

58 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Modernizing your legacy applications to help you scale.
Integrating externally is key because top performing CIOs expect to double the number of important
ecosystem partners they have during the next two years.

This is just the tip of the iceberg, when considering the

potential ecosystem is billions of people, businesses and things.
Top performing CIOs will treat the industrialized digital
platform like a journey.

You land, and then you expand.

Workforce Digital dexterity will provide the fuel for your digital workplace ... and
speed you through the trough to create digital value at scale.
Ask yourself what new products and business models
will you build?
 Digital Platforms Need New Thinking

Technology Services Platform

Thinking Thinking Thinking

Leverage Agility
Tech Pipeline Technology Industrialize Optimize Service Product Platform and
Silos Thinking First Services Costs First Focus Inter- Innovation
connections First

Craftsmanship Industrialization Business Innovation

2007 2017 2020

68 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.

GRUPO BOTICÁRIO CRIA O
“BOTILABS”, COM FOCO EM
STARTUPS
 Bimodal is the practice of managing two
separate but coherent styles of work,
one focused on predictability and the other
on exploration.

Mode 2 is
exploratory,
experimenting to
solve new problems.

Mode 1 is
predictable, improving
and renovating in more
well-understood areas.

70 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

 Bimodal IT = Marathon Runners +
Sprinters
Mode1 Mode 2
Reliability Goal Agility

Think Revenue, brand,

Price for performance Value Think
Marathon customer experience
Runner Sprinter
Waterfall, V-Model, Agile, Kanban,
Approach
high-ceremony IID low-ceremony IID
Plan-driven, Empirical, continuous,
Governance
approval-based process-based
Enterprise suppliers, Small, new vendors,
Sourcing
long-term deals short-term deals
Good at conventional Good at new and
Talent
process, projects uncertain projects
IT-centric, removed Business-centric,
Culture
from customer close to customer
Long (months) Cycle Times Short (days, weeks)
Different Change Cadence Requires Different Methods,
Which Drives …

Citizen Agile and Traditional

Development Lean IID Waterfall

Run like a venture

capital fund, with
"fail fast" goals Systems of Innovation
Rapid pace of
change with a
6 to 24 month Systems of Differentiation
planning horizon

Long-term
capital plan
Systems of Record
Select Your Projects Based on Their Mode 1 Impact

High

New Core

Extend
Impact on
Mode 1
Replace-
ment

Island

Low Bimodal Maturity High

"A Project Will Never Scale If Mode 1 Is Not Willing and Fully Supportive."
— Chris Osgood, Co-Founder and Co-Chair, MONUM
 Development in Layers (Pace Layering) AND
Bimodal IT are complementary

+ Innovation -
Mode 2

Governance
Change

Differentiation

Mode 1
- Record
+

CONFIDENTIAL AND PROPRIETARY

© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Use Pace-layered Application Development to
Focus AD Investments

Innovate
Investment Basis New Ideas
the New
Faith Systems of Innovation Internal
AD Leads
Fact Systems of Differentiation

Fear Systems of Record

Partner
AD Leads
Renovate the
New Infrastructure
Core
Leadership Skills and Competencies in the Digital Age
Business and Information Behavioral
Understanding business organization, politics Strategic thinking
and culture Conceptual thinking
Understanding the business ecosystem
Business model innovation Coaching, delegating and developing
Understanding global and local business Results orientation
differentiation
Knowledge of customer behaviors, needs and Leading, inspiring and building trust
expectations Influencing and persuading
Broad network of business relationships Collaboration/teamwork
Business acumen
Leading business change Resolving conflicts and problems
Digital business literacy Adaptability Technical
Expertise in the relationships, dependencies
and flows of information Creative and innovative thinking Understanding existing systems and
Knowledge of social and ecosystem data Openness to learning technology
Knowledge of data from operational Designing and developing solutions
Risk taking
technology Applying models, tools and methods
Understanding of how to access and use open Decisiveness
Integrating solutions
data and dark data Accountability Designing modular architectures
Revenue-centric creativity
Communicating, listening and information Understanding digital and emerging
Social analysis
gathering technologies
Tracking of emerging trends
Break-the-box thinking Applying lean startup/agile methods
Analogous industry assessment
76 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
Knowledge of data from the Internet of Things Creative solution building Gamification
 Bimodal IT Adoption Is Increasing
Q. Does your company/business unit/government or public entity explicitly have two parts in its IT organization or project portfolio — one more safe, predictable and
industrialized, the other more innovative, fast and/or collaborative — in other words, a bimodal approach to IT?

Percentage of respondents who use a bimodal approach

68% 43% 17% 47%

Top Typical Trailing LATAM
Performers Performers Performers (n = 232)
(n = 160) (n = 1,894) (n = 153)

Average bimodal adoption: 38% 43%

2016 2017
Base: Total answering, excludes not sure

#GartnerSYM
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Competências para Pensar e Atuar Digital

Source: en Absolute Truths About Talent Management

in Digital Business, Dec 2017
To scale, we need people with digital dexterity.

People who have both the ABILITY ... and the DESIRE to
exploit, existing and emerging technologies for better
business outcomes.
 Mindset & Skills: Embrace Change and Ambiguity

Take responsibility
for end product Outside In
Prudent Risk Taking

Fast Failure
Work in multi-
disciplinary Learning
teams
Inquisitive
Accept &
Resolve Leadership style: democratic,
Ambiguity collaborative, coaching

“In the second mode, it is the people who make the difference.”
– Dario Scagliotti, Luxottica

CONFIDENTIAL AND PROPRIETARY

© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
 Continuous Adaptive Risk and Trust: DevSecOps

Sec

Create Plan Configure Detect

Dev Ops

Monitoring Monitoring
& Analytics & Analytics

Verify Preproduction Predict Respond

81 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Novos Modelos Organizacionais

Source: en Absolute Truths About Talent Management

in Digital Business, Dec 2017
 Steps
to Prepare
for a Future
Unlike the Past

#GartnerSYM
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Elevate Skills and Talent to a True Priority

1. Leadership/Responsibility 1. Admin/Bureaucracy
2. Impact Business Outcomes 2. Politics
3. Change Agent 3. Stress/Pressure/Workload
4. Innovation 4. Personnel/Workforce
5. Engagement/Diversity 5. Business as Usual
6. Strategy/Planning 6. Financial Constraints/Budgeting
7. Challenges 7. Operational Issues
8. Collaboration/Problem Solving 8. Change Management
9. Transformation 9. IT Stigma
10. Technology 10. Governance & Compliance
Source: Gartner, "Global Perspectives on Building the Digital Platform"
#GartnerSYM
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Experiment With New Talent and Work Models

1 2 3
 Self-directed teams  Virtual centers  Hackathons
 Acquisitions or of excellence  Digital acceleration
techquisitions  Internal startups teams
 Scrums  Expertise  Crowdsourcing
 Digital business ecosystems  Holacracy-like
R&D think tanks  Microwork and models
 Communities microsourcing  Game leaderboards
of practice

Widely Adopted Moderately Adopted Narrowly Adopted

Source: Gartner Survey, "What the Best of the Best Do Differently," 2Q16, n = 149
#GartnerSYM
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Bolster Talent Pipelines Through Universities

Co-sponsor Give students

university inside looks
hackathons at real-world
and contests business problems
Hackathons Real Challenges

Find out what's Build out

possible with professional
maker labs business skills
and innovation and new curriculum
Research Labs New Curriculum
Source: Gartner investigation into how leading universities are incorporating technology and information into curriculum
#GartnerSYM
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Build a Trusted Alliance With HR Strategists

65% of leaders say their HR executives are true strategists who

analyze complex situations to prepare for the long term
Think big, be bold together

Workforce
Analytics Development

Source: Gartner Survey, "What the Best of the Best Do Differently," 2Q16, n = 149
#GartnerSYM
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Sobre Mudanças…

CONFIDENTIAL AND PROPRIETARY

© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 88
Dar uma abordagem “end-to-end process” para a Organização

Ações sugeridas:
 Criar a figura de “dono” de
processos, responsável pela
efetividade e resultados do
processo, independente das
funções que fazem parte
 Desenvolver a disciplina de gestão
por processos para garantir os
resultados
 Cruzar o mapa de atrito com os
processos, identificar os pontos
sem conexão e tomar ação
 Revisar a arquitetura dos processos
segundo orientação à clientes

Source: Use Business Outcomes to determine Scope of the “Business Process” to be Improved & Improve Business Outcomes
by Advancing From BPM Maturity Level 2 to Level 3
 You miss

100% of the shots you

never take

90 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
Source: 'You Miss 100% Of The Shots You Don't Take.' You Need To Start Shooting At Your Goals, Paul B. Brown.
https://www.forbes.com/sites/actiontrumpseverything/2014/01/12/you-miss-100-of-the-shots-you-dont-take-so-start-shooting-at-your-goal/#b2770b16a40d
 Key Issues

1. How do we start with targeted, measurable outcomes?

"Insanity is doing the same thing

over and over again and
expecting different results."

Image: http://commons.wikimedia.org/wiki/Albert_Einstein#mediaviewer/File:Albert_Einstein_Head.jpg

© 2014 Gartner, Inc. e/ou suas afiliadas.

 Impacto da Cultura na Transformação Digital

Zaffari

Alexandre Blauth
LA Executive Program

Rodrigo Mylius
Business Director

Jun 2018

CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner
audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or
publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered
trademarks of Gartner, Inc. or it’s affiliates.