Digital Transformation
May 19, 2017

Takeaways from Forrester Research Digital Transformation 2017 Forum - Part 2

In part one of this blog, my colleague Dan Glessner and I touched on the key takeaways from the Forrester Research Digital Transformation 2017 event sessions.  In this blog post, we’ll be covering the highlights from the rest of the sessions we attended, featuring companies like NBA, Gap, KPMG and a leading Forrester Research analyst.

Forrester Research’s Rob Koplowitz focused on AI and how data is needed to drive AI decisions

Koplowitz explained how @Point of Care is using IBM Watson to advance learning for doctors by providing impactful answers for specific patient situations and queries. The way this works is Watson’s layers of APIs being used to address the problem that the doctors are trying to solve.

Unlike the manual process of extensive researching to find the latest and relevant medical research that can take more than 20 minutes, Watson can quickly review preloaded medical knowledge to diagnose the patient and suggest a treatment plan. In addition to the preloaded data, the doctors are continuously updating the AI with new information so that it can make more informed decisions.

AI is still in its early childhood, but we agree with Koplowitz that there are mass uses and that we’ve just begun to see its potential.

Ken DeGennaro shared NBA’s digital transformation journey with Dave Wolf of KPMG

Together, KPMG and the NBA co-innovated a digital platform with an optimization engine and easy user interface. Using a human-centered design and leveraging analytics and the cloud, the technology met the NBA’s “basketball first” mantra. They realize that this is not a one-and-done solution and they’re prepared to evolve and present new opportunities as the organization continues to grow.

Gap’s, Paul Chapman, narrative on Gap’s transformation during his four years as CIO

Chapman explained that not all digital transformations are the same. You must find what works for your organization. During his initial assessment of Gap, he realized that a bimodal model would not work. Gap’s transformation would only be successful if they could scale as the organization continued to change and grow; this meant he needed to transform ALL OF IT.

These were the key components of Chapman and Gap’s transformation:

  • Focused on: people, strategy and process
  • Looked at the IT organization as an internal service provider to the business
  • Needed to invest time to shatter and change the IT culture of working within email and using technology as a disabler
  • Recognized a need for adaptability. The most important element was for leaders and employees
  • Noted transformation is about speed. There is a sense of urgency within the retail/online clothing commerce space

This blog was first published in PNMSoft, a Genpact company, a global provider of intelligent BPM software (iBPMS) solutions.