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White paper The Four Essential Pillars of Digital TransformationWhite PaperThe Four Essential Pillarsof Digital TransformationA practical blueprint for going digitalBy Dr. Ian Thomas and David RosewellPage 1 of 6enabling-digital.global.fujitsu.com

White paper The Four Essential Pillars of Digital TransformationIntroductionOver the past decade a new breed of digital company has emerged,quickening the tempo of business. Digital natives such as Spotify,AirBnB and Uber have delivered more convenient, responsive andengaging experiences for customers – and often disrupted entireindustry business models while doing so. As “digital natives” theirintrinsic use of digital technologies such as cloud, mobile and analyticsmeans that they continue to evolve and scale at speeds that areunthinkable for traditional organizations.The great digital gambleIt is no great insight to say that enterprises need to go digital - andrecent Fujitsu research has confirmed that most organizations nowhave a clear understanding of the potential benefits.Today the potential impacts of digitization extend beyond these digitalnatives and are a pressing issue for businesses spanning almost everyindustry. As more people, systems and things become inter-connected,so the scope to create new and novel digital value chains rapidlyincreases. Understanding the impact of these changes and successfullyevolving to avoid or exploit disruption is therefore critical to survival.But while there is a broad recognition of the dangers of inaction thereis also much confusion; a recent landmark survey by Fujitsu1 found thatFigure 1: Digital Tightrope Survey question: What do you think are thethis lack of clarity results in two in three digital projects beingmain benefits to digitalization within your organization?considered a gamble.C-level executives cited a number of roadblocks that were driving thisfeeling, such as a lack of alignment on digital priorities, difficultiesintegrating with existing infrastructure and processes and a perceivedlack of relevant skills. Together these issues have led to a broad rangeof digital disconnects - fragmented user experiences, disconnectedislands of process and data, a slow pace of change and a rise in siloscaused by shadow IT – all of which create further turmoil andundermine the end-to-end alignment required for success.But there is another way. In this paper we share our experiences ofworking with companies who are taking an outside-in approach totransformation, using customer experiences to drive alignment,integrating infrastructure and processes across the whole digitalenvironment and transforming IT practices to accelerate change andempower everyone in the organization to make things better.1 “Walkingthe digital tightrope, a Fujitsu report”, January 2016But our practical experience has also shown us that there is also noeasy path. Most existing businesses have been built and optimized fora pre-digital world and therefore find themselves weighed down bypre-digital technology investments, cultures and ways of working. Suchorganizations cannot merely flick a switch and become digitalovernight - or wait years for large, costly and high risk transformationprograms. They must achieve digital transformation using many quick,iterative steps – taking an evolutionary path that balances newcapabilities and old.But many enterprises take an unbalanced view of this evolution,addressing just one aspect of the necessary transformation – such ascreating new user experiences or introducing new developmentpractices. This fragmented approach results in a range of digitaldisconnects, with front-end customer experiences not connected withback-end systems, with development practices siloed between newand old systems or with business colleagues still frustrated and findingtheir own solutions beyond the four walls of the enterprise.Our expertsDr. Ian ThomasChief Marketing Officer, Fujitsu RunMyProcessIan Thomas is a Fujitsu strategist and thought leadercurrently serving as Chief Marketing Officer of FujitsuRunMyProcess. He also maintains a role as a StrategyDirector within Fujitsu’s Global Software Center.David RosewellHead of Strategy, Fujitsu Digital, EMEIADavid Rosewell helps organizations achieve theirbusiness outcomes in the digital world. His extensiveexperience in the IT industry spans businessdevelopment, consulting, and systems delivery acrossa variety of sectors including government, defense,utilities, retail and financial services.Page 2 of 6Figure 2: Potential outcomes of a disconnected approachto digitalizationenabling-digital.global.fujitsu.com

White paper The Four Essential Pillars of Digital TransformationThe practical outcome of these problems is an inability to knowwhether planned initiatives will actually make things better or createunforeseen new digital disconnects – leading to an overwhelmingfeeling that digital projects are simply a gamble.Unifying the user experienceTo ensure a joined-up digital strategy, it’s important to start with theneeds of your stakeholders and work inwards. Creating a consistent,connected experience for customers, citizens, employees and partners– one that supports people in achieving their business goals, whereverand however they happen to work – is the most important factor insatisfying peoples’ digital expectations. In particular creatingexperiences that help people get things done is a key weapon inattracting talent, maximizing employee productivity and retainingcustomers – three of the most popular aims cited by organizations inour digital research.Figure 3: Digital Tightrope Survey question: To what extent to youagree with the following statements on your organization’s digitalapproach? The success of the majority of digital projects in myorganization is a gamble.Improving the oddsBut not all organizations are trapped by the digital disconnect. Whenworking with enterprises who are successfully enabling digital changewe have observed a consistent set of behaviors which can begeneralized to create the foundations of a repeatable, evolutionaryapproach. In particular these organizations take an unashamedly endto-end approach that consists of four inter-connected pillars:But the consumer-focused approach of delivering individual apps is apoor template for the demands of enterprise mobility. Deliveringdigital experiences for the enterprise requires us to go beyondindividual apps and provide device and location-independent access tothe existing process and information infrastructure of the enterprise. Itis maximizing the mobility and connectedness of users that unlocksthe value of digital, not the devices themselves.True enterprise mobility therefore requires three major capabilities:All-round mobility A mobile application should not be tied to a single device type andshould seamlessly adapt to smartphones, tablets, wearables ordesktop PCs; it is the mobility of users that delivers the full benefit ofdigital processes, not the devices themselves.A common point of access People need a single, device independent location where they canfind and access all of the digital tools they need to interact with thebusiness; such an ‘enterprise process store’ of available applicationsensures ease of access, visibility of use and consistent governance.Figure 4: The four pillars of digital transformationTogether these four pillars combine to deliver a highly effectiveoutside-in approach to digital transformation.A 360 degree view of interactions As people increasingly work across multiple topics they need to gaina dynamic, 'at a glance' view across their ongoing tasks, replacingsiloed app-centric views with one which visualizes their total backlogof work holistically across all processes and systems.ExampleAt a major European public transport operator, a mobile incidentreporting app allows inspectors to file complete incident reportsfor bus lines from their phones in less than a minute, giving themaintenance team immediate access to details and photographs ofthe bus repairs required.Page 3 of 6enabling-digital.global.fujitsu.com