Index

• Accountability framework
• about, 77, 78
• assessing, 150
• autonomy and alignment and, 81–92
• as building block, 120
• creativity and, 78, 79
• DBS Bank and, 137
• developing, 92–99
• getting right, 99, 100
• importance of, 140
• living assets and, 79–81
• new habits and, 128
• PI Chile and, 123–127
• Royal Philips and, 134, 135
• Schneider Electric and, 131, 132
• Agile methodologies, 14, 74, 80, 92, 95–99, 115, 124, 125, 134
• Agility, business, 4, 15, 18, 43, 57, 128
• Amazon, 7, 8
• API (application programming interface), 59, 68, 103, 104, 107–110, 124, 127
• Apple, 101–103
• Architecture, business or enterprise, 5, 10
• Artificial intelligence (AI), 144–148
• AUDI AG, 4, 95, 96
• Autonomous vehicles, 145
• Autonomy and alignment, 79–95, 140

• Berkshire Hathaway, 155, 156
• Building blocks for digital transformation, 16–18
• Business complexity, 34–36, 51, 52
• Business components, 60–62
• Buying a digital platform, 73–75

• CarMax, 90–92, 121
• CEMEX, 30, 44, 153
• Cloud services, 54, 61, 62
• Coaching roles, 79, 82–88, 91, 93, 96–98, 100, 124, 125, 137
• Collaboration, 84, 89
• Commitment, 151
• Communication, 151
• Componentization, 57–63, 68–72, 75, 76, 115, 116, 148
• Component owners, 80–82, 89
• Component reuse, 14, 61, 62, 64, 67, 72, 109, 112, 128, 140
• Continuous release, 83, 89
• Coordination, 154–158
• Creativity, 78, 79
• Cross-functional teams, 34, 84
• Customer experience, 2, 32, 33
• Customer insights
• about, 21
• assessing, 150
• as building block, 119
• creating culture for, 37
• DBS Bank and, 135–137
• designing for, 29–37
• digital platform development and, 139, 140
• experimentation and, 24–29
• getting right, 38
• PI Chile and, 125, 126
• Royal Philips and, 133, 134
• Schneider Electric and, 131, 132
• viable digital offerings and, 22–24
• Customer journey, 24, 32, 37, 90, 136, 137
• Customer relationship management systems (CRMs), 45, 65
• Customer value proposition, 1–6, 11, 12, 18, 31, 34, 36, 100

• Data Center Infrastructure Management (DCIM) solution, 26, 27
• Data components, 59
• Data requirements, 66, 67
• DBS Bank
• accountability and, 97, 98
• AI and, 148
• coaching roles and, 97
• experimentation and, 31, 32
• external developer platform and, 105–109, 115
• knowledge sharing mechanisms and, 37
• metrics and, 150
• as roadmap example, 135–138
• working across silos and, 96
• Developer portal, 15, 104, 108, 115
• DevOps environment, 83, 87
• DHL Express, 155
• Digital business design, 5–15, 143–152
• Digital offerings
• customer co-creation of, 35, 36
• new habits and, 128
• as part of digital platform, 61, 62
• role of, 3–5
• test-and-learn process for, 24, 37, 38, 91, 110, 128, 137, 144
• viable, 22–24
• Digital platform
• about, 57
• assessing, 150
• building, 69–75
• as building block, 120
• buying, 73–75
• customer insights and, 139, 140
• DBS Bank and, 137
• description of, 59–63
• design requirements for, 64–68
• getting right, 75, 76
• importance of, 139
• new habits and, 128
• operational backbone and, 58, 63, 64, 68, 69
• PI Chile and, 125, 126
• Royal Philips and, 133, 134
• Schneider Electric and, 131, 132
• Digital Services Factory (DSF), 27, 28
• Digital transformation roadmap
• about, 119–122
• to-do list for, 149–151
• examples of, 122–138
• recommendations for, 138–141
• Digital vision, 2, 8, 11, 15, 30, 31, 38, 74, 92, 123, 131, 133, 135
• Digitization, 39, 40, 48–56, 75
• Discovery-driven planning, 29
• Diversification, 154–157

• Ecosystems, 102, 103
• Empowerment, 77–80, 88, 95, 99, 100
• End state, lack of, 10, 11
• Enterprise resource planning (ERPs), 5, 6, 45, 54, 65
• Enterprise standards, resistance to, 49
• Evidence-based culture, 38
• Experimentation, 24–26, 31–33, 38, 83, 89, 126
• External developer platform (ExDP)
• about, 101, 102
• Apple and, 101–103
• assessing, 150
• assessing need for, 114, 115
• as building block, 120
• DBS Bank and, 138
• designing and developing, 115, 116
• extending digital platform with, 103–113
• getting right, 117
• new habits and, 128
• PI Chile and, 125–127
• Royal Philips and, 134
• Schneider Electric and, 131, 132
• taking time with, 140

• FedEx, 53
• Ferrovial, 36, 37, 54, 55
• Fully resourced teams, 84, 88–90, 100

• Goals, vague, 49
• Governance, rethinking, 97–99

• Hackathon, 24, 32, 108, 111–114, 131
• Haier, 92, 93
• HealthSuite Labs, 35, 36
• Hui, 61–63

• Implementation, gradual, 94
• Incremental approach, 70–73
• Industry platform, 103, 111–113, 116, 117
• Infrastructure components, 60–62
• ING Direct Spain, 34, 52, 155
• Integration, 34, 41, 153–158
• IT architecture, x, 11, 67–76

• Kaiser Permanente, 44, 48
• Knowledge sharing mechanisms, 88–92

• Learning, formalized sharing of, 36
• LearnVest, 74, 122
• Legacy systems, messy, 50, 73
• LEGO Group, 45–48, 53, 58
• Living assets, 79–81
• Lyft, 58

• Massive automation, 143
• Massive processing power, 1, 5
• Matrix structures, 9
• Metrics, 83, 89, 149
• Minimum viable product (MVP), 24, 98
• Missions, 82, 83, 87–91, 98–100
• Modular architecture, 86–91

• Narrowing focus, 52, 53
• Netflix, 96, 97
• Nordstrom, 43, 44, 53
• Northwestern Mutual Life Insurance Company, 73, 74, 95, 121, 122

• OneBankAssure (1BA), 146, 147
• Operating model, 153–159
• Operational backbone
• about, 39
• assessing, 150
• building, 153–159
• as building block, 119
• business transformation and, 48–50
• DBS Bank and, 135, 136
• digital business and, 42–48
• digital platform and, 58, 63, 64, 68, 69
• digitized versus digital and, 39, 40
• getting right, 55, 56
• importance of, 139
• new habits and, 128
• operational excellence and, 40–42
• PI Chile and, 123, 124
• responsibility for, 94
• Royal Philips and, 133, 134, 138
• Schneider Electric and, 130–132
• shortcuts to, 50–55
• Operational excellence, 40–42, 56, 65
• Organizational learning, 100
• Ownership for building blocks, 150, 151

• People requirements, 67, 68
• Power structures, misaligned, 50
• Principal International Chile (PI Chile), 122–127, 149
• Process requirements, 67
• Product development, accelerating, 28, 29
• Product lifecycle management (PLM), 47, 65, 66

• Rapid change, 76
• Replication, 154–158
• Responsibility for internal processes versus for new offerings, 93–99
• Restructuring, 10
• Royal Philips
• accountability and, 94, 99
• AI and, 147, 148
• building blocks and, 16, 17
• business complexity and, 51
• customer co-creation and, 35, 36
• digital platform and, 71, 72
• external developer platform and, 105, 106, 111–114
• high-level vision and, 30
• metrics and, 149, 150
• operating model of, 158, 159
• operational backbone and, 48, 49, 121
• as roadmap example, 133–135
• transformation and, 12–15

• Schneider Electric
• accountability and, 94
• AI and, 147, 148
• customer insights and, 25–32, 35, 36
• digital platform and, 70–72
• external developer platform and, 105, 106, 114
• metrics and, 150
• operational backbone and, 54, 121
• as roadmap example, 130–132
• transformation and, 2
• Servco Pacific Inc., 61–63
• Siloed organizations, 9
• “Single source of truth,” 42, 66
• SMACIT, 1, 18, 27, 39, 48, 55, 66, 143
• Spotify, 85–89, 92, 96
• Standardization, 153–158
• Standards, lowering, 53–55
• Structure
• limitations of, 152
• reliance on, 8–10
• Synchronization, 6–9

• Technology requirements, 65
• “Techquisition,” 73–75
• Toyota Motor North America (TMNA), 2, 32, 33, 61–63, 70, 94–98
• Tribes and squads, 86–88, 90, 92
• Trust, 84, 85, 89

• Uber, 1, 2, 105, 106, 109–111
• Ubiquitous data, 1, 5, 143
• Unification, 154–158
• Unlimited connectivity, 1, 5, 143
• Updates, 79, 80
• UPS, 53
• USAA
• business complexity and, 51, 52
• customer insights and, 121
• digital offerings and, 3
• high-level vision and, 30
• metrics and, 150
• operating model of, 155
• transformation and, 2

• Westpac New Zealand, 104, 105