Formalize Your Digital Business Strategy

• Since 2020, the environment has been volatile, leading many CIOs to rethink their priorities and strategies.
• The organization already has a digital strategy, but there is a lack of understanding of what digital means across the enterprise.
• Digital investments have been made but fail to demonstrate the business value.

• The current digital strategy was developed in isolation and failed to garner consensus on a common understanding of the digital vision from across the business.
• CIOs struggle to understand what existing capabilities need to transform or what new digital capabilities are needed to support the digital ambitions.
• The existing Digital Strategy is synonymous with the IT Strategy.

• Identify new digitally enabled growth opportunities.
• Understand which digital ideas yield the biggest return and the value they generate for the organization.
• Understand the impact of opportunities on your business capabilities.
• Map the customer journey to identify opportunities to transform the stakeholder experience.

By this point you have leveraged industry roundtables to better understand the art of the possible, exploring global trends, shifts in market forces, customer needs, emerging technologies, and economic forecasts to establish your business objectives and innovation goals.

Now you need to formalize digital business strategy.

Phase 1: Industry Trends Report

Phase 2: Digital Maturity Assessment

Phase 3: Zero-In on Business Objectives

Business and innovation goals are established through stakeholder interviews and a heatmap of your current capabilities for transformation.

Formalize your digital business strategy

Methodology

Members Engaged

• CIO
• Business Executives

Info-Tech

• Industry Analyst
• Executive Advisor

Phase 1: New Digital Opportunities

Phase 2: Evaluate Opportunities and Business Capabilities

Phase 3: Transform Stakeholder Journeys

Content Leveraged

• Digital Business Strategy blueprint
• Client’s Business Architecture

1. Hold an ideation session with business executives.
   • Review relevant reports on industry trends, market shifts, and emerging technologies.
   • Establish guiding principles for digital transformation.
   • Leverage a trend-analysis approach to determine the most impactful and relevant trends.
   • From tends, elicit leapfrog ideas for growth opportunities.
   • For each idea, engage in discussion on assumptions, value drivers, benefits, and risks.

1. Create opportunity profiles.
   • Evaluate each opportunity to determine if it is important to turn into initiatives
2. Evaluate the impact of opportunities on your business capabilities.
   • Leverage a value-chain analysis to assess the impact of the opportunity across value chains in order to understand the impact across your business capabilities.

1. Map stakeholder journey:
   • Identify stakeholder personas
   • Identify one journey scenario
   • Map stakeholder journey
   • Consolidate opportunities
2. Breakdown opportunities into actional initiatives
   • Brainstorm priority initiatives against opportunities.

Deliverable:

Client’s Digital Business Strategy

Phase 1: Deliverable

1. Compiled list of leapfrog ideas for new growth opportunities

Phase 2: Deliverables

1. Opportunity Profile
2. Business Capability Impact

Phase 3: Deliverables

1. Opportunity Profile
2. Business Capability Impact

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

IDENTIFY AND ASSEMBLE YOUR KEY STAKEHOLDERS

Build support and eliminate blind spots

It is important to make sure the right stakeholders participate in this working group. Designing a digital strategy will require debate, insights, and business decisions from a broad perspective across the enterprise. The focus is on the value to be generated from digital.

Consider:

• Who are the decision makers and key influencers?
• Who will impact the business?
• Who has a vested interest in the success or failure of the practice? Who has the skills and competencies necessary to help you be successful?

Avoid:

• Don’t focus on the organizational structure and hierarchy. Often stakeholder groups don’t fit the traditional structure.
• Don’t ignore subject matter experts on either the business or IT side. You will need to consider both.

ESTABLISH GUIDING PRINCIPLES

Define the guardrails to focus your ideas

All ideas are great until you need one that works. Establish guiding principles that will help you establish the perimeters for turning big ideas into opportunities.

Consider:

• Focus on the breadth and alignment to support business objectives
• This should help narrow conceptual ideas into actionable initiatives

Avoid:

• Don’t recreate the corporate guiding principles
• Focus on what will help define strategic growth opportunities and operational efficiencies

LEVERAGE STRATEGIC FORESIGHT TO IDENTIFY LEAPFROG IDEAS

Create space to elicit “big ideas”

Leverage industry roundtables and trend reports imagining how digital solutions can help drive strategic growth and operational efficiency. Brainstorm new opportunities and discuss their viability to create value and better experiences for your stakeholders.

Consider:

• Accelerate this exercise by leveraging stakeholder insights from:
  • Your corporate strategy and financial plan
  • Outputs from stakeholder interviews
  • Market research

Avoid:

• Don’t simply go with the existing documented strategic objectives for the business. Ensure they are up to date and interview the decision makers to validate their perspectives if needed.

Identify digitally enabled opportunities

Industry Roundtables and Trend Reports

Industry Trends Report

Business Documents

Digital Maturity Assessment

Activity: 2-4 hours

Members Engaged

• CIO
• Business Executives

Info-Tech

• Industry Analyst
• Executive Advisor

Hold a visioning session with key business executives (e.g., CIO, CEO, CFO, CCO, and COO) and others as needed. Here is a proposed agenda of activities for the ideation session:

1. Leverage current trend reports and relevant emerging trend reports, market analysis, and customer research to envision future possibilities.
2. Establish guiding principles for defining your digital strategy and scope.
3. Leverage insights from trend reports and market analysis to generate leapfrog ideas that can be turned into opportunities.
4. For each leapfrog idea, engage in a discussion on assumptions, value drivers, benefits, and risks.

Content Leveraged

• Digital Trends Report
• Industry roundtables and trend reports
• Digital Maturity Assessment
• Digital Business Strategy v1.0

Deliverable:

1. Guiding principles
2. Strategic growth opportunities

CIOs tasked with designing digital strategies must add value to the business. Given the goal of digital is to transform the business, CIOs will need to ensure they have both the mandate and support from the business executives.

Designing the digital strategy is more than just writing up a document. It is an integrated set of business decisions to create a competitive advantage and financial returns. Establishing a forum for debates, decisions, and dialogue will increase the likelihood of success and support during execution.

1. Confirm your role

2. Identify Stakeholders

3. Diverse Perspective

The digital strategy aims to transform the business. Given the scope, validate your role and mandate to lead this work. Identify a business executive to co-sponsor.

Identify key decision-makers and influencers who can help make rapid decisions as well as garner support across the enterprise.

Don’t be afraid to include contrarians or naysayers. They will help reduce any blind spots but can also become the greatest allies through participation.

Digital strategy should span people, culture, organizational structure, governance, capabilities, assets, and technology. The guiding principle should cover a 3600 view across the entire organization.

Timing should anchor stakeholders to look to the long-term with an eye on the foreseeable future i.e., business value realization in one, two, and three years.

Needs to encompass more than the enterprise view of lofty opportunities but establish boundaries to help define actionable initiatives (i.e., individual projects).

Uncover important business and industry trends that can inform possibilities for technology innovation.

Explore trends in areas such as:

• Machine Learning
• Citizen Dev 2.0
• Venture Architecture
• Autonomous Organizations
• Self-Sovereign Cloud
• Digital Sustainability

Market research is critical in identifying factors external to your organization and identifying technology innovation that will provide a competitive edge. It’s important to evaluate the impact each trend or opportunity will have in your organization and market.

Visit Info-Tech’s Trends & Priorities Research Center

Visit Info-Tech’s Industry Coverage Research to get started.

Images are from Info-Tech’s Rethinking Higher Education Report and 2023 Tech Trends Report

A macro trend captures a large-scale transformative trend on a global scale that could impact your addressable market

An industry trend captures specific use cases of the macro trend in relation to your market and industry. Consider this in terms of shifts in your market dynamics i.e., competitors, size, transaction, international trade, supply/demand, etc.

A driver is an underlying force causing the trend to occur. There can be multiple causal forces, or drivers, that influence a trend, and multiple trends can be influenced by the same causal force.

Talent Availability

Customer Expectations

Emerging Technologies

Regulatory System

Supply Chain Continuity

Decentralized workforce

Hybrid workforce

Diverse workforce

Skills gap

Digital workforce

Multigenerational workforce

Personalization

Digital experience

Data ownership

Transparency

Accessibility

On-demand

Mobility

AI & robotics

Virtual world

Ubiquitous connectivity

Genomics (nano, bio, smart….)

Big data

Market control

Economic shifts

Digital regulation

Consumer protection

Global green

Resource scarcity

Sustainability

Supply chain digitization

Circular supply chains

Agility

Outsource

Impact

What does this trend mean for my industry and market?

• Degree – how broad or narrow is the impact
• Likelihood – the reality of disrupting an industry or market
• Timing – when do we expect disruption?

Relevance

What opportunity or risk does it pose to my business/organization?

• Significance – depth and breadth across the enterprise
• Duration – how long is the anticipated impact?

Macro Trends

(Transformative change)

Industry Trend

(A pattern of change…)

Drivers

(“Why”….)

Accessibility

Increase in wait times

Aging population leading to global workforce shortage

New models of care e.g., diversify scope of practice

Address capacity issues

Dimensions

Macro-Trends

Industry Trend

Driver

Social

Demographic shift

Global shortage of healthcare workers

Workforce age

Customer expectations

Patients as partners

Customer demographics

Technology

AI and robotics

Early detection of cancer

Patient outcomes

Ubiquitous connectivity

Virtual health

Capacity

Economic

Recession

Cost-savings

Sustainability

Consumer spending

Value-for-money

Prioritization

Environment

Climate change

Shift in manufacturers

ESG compliant vendors

Pandemic

Supply chain disruption

Local production

Political

Regulatory

Consolidation of professional colleges

Operational efficiency

De-regulation

New models of care

New service (business) model

Diverse workforce

Aboriginal health

Systemic inequities

Brand and legal

Policies in place

Hybrid workforce

Virtual care

COVID-19 and infectious disease

New models of care

New digital talent

Personalization

On-demand care

Patient experience

Patients as consumers

New operating model

Digital experience

Patient portals

Democratization of data

Privacy and security

Capacity

Internet of Things (IoT)

Smart glucometers

Greater mobility

System redesign

Shift from hospital to home care

Quantum computing

Genomic sequencing

Accelerate analysis

Improve quality of data analysis

Faster to clinical trial and delivery

Consumer protection

Protect access to sensitive patient data

HIPPA legislation

Restrict access to health record

Electronic health records

Global green

Green certification for redev. projects

Political optics

Higher costs

Contract management

Supply chain disruptions

Surgical strategic sourcing

Preference cards

Quality

Organizational change management

New pharma entrants

Telco’s move into healthcare

Demand/supply

Funding model

Resource competition

Timely access to diagnostic services is a key indicator of a cancer patient’s prognosis i.e., outcome. Early detection of cancer means the difference between life and death for cancer patients.

Typically, cancer biomarkers need to be present to detect cancer. Often the presence of these biomarkers is late in the disease state when the cancer cells have likely spread, resulting in suspicions of cancer only when the patient does not feel well or suspects something is wrong.

Researchers in partnership with IBM Watson at Memorial Sloan Kettering Cancer Center (MSK) have created a tool that can sniff for and identify cancer in a blood sample using machine learning.

Originally, MSK worked with IBM Watson to identify machine learning as an emerging technology that could drive early cancer detection without the use of cancer biomarkers. But they needed to find specific use cases. After a series of concept prototypes, they were able to use machine learning to detect patterns in blood cells vs. cancer biomarkers to detect cancer disease.

Machine learning was an emerging trend that researchers at MSK felt held great promise. They needed to turn the trend into tangible opportunities by identifying some key use cases that could be prototyped.

Computational tools in oncology have the ability to greatly reduce clinician labor, improve the consistency of variant classification, and help accelerate the analytics of vast amounts of clinical data that would be prone to errors and delays when done manually.

What trend(s) pose a significant impact on your business?

New stakeholder segment

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services and experiences

Empower patients as consumers of healthcare partners

Direct B2C to close gap between providers and patients by removing middle administrative overhead.

24/7 On-Demand Patient Portal

Leverage AI to develop chatbots and on-demand

Focus on improving experiences for patients and providers

Improve quality and standards of care to continually drive better health outcomes

Deliver care better, faster, and more efficiently

Reduce cost per capital of delivery care and increase value for services

• Global workforce shortage due to ageing demographics
• Clinicians are burnt-out and unable to practice at the top of their profession
• On-demand care/mobile/wearables
• Virtual care
• Faster access to quality service
• Help navigating complex medical ecosystem from primary to acute to community

• Standardize care across regions
• New models of care to expand capacity
• Improve medication errors
• Opportunities to use genomics to design personalized medicine

• Automate tasks
• Leverage AI and robotics more effectively
• Regulatory colleges consolidation mandate
• Use data and analytics to forecast capacity and health outcomes

• Upskill vs. virtualize workforce
• Payment reform i.e., move to value-based care vs. fee-for-service
• Consolidation of back-office functions like HR, supply chain, IT, etc. to reduce cost i.e., shared services model

1. Virtual health command center
2. Self-scheduling patient portal
3. Patient way-finder
4. Smart glucometer for diabetes

1. Machine learning for early detection of cancer
2. Visualization tools for capacity planning and forecasting
3. Contact tracing apps for public health

1. Build advanced analytics capabilities with new skills and business intelligence tools
2. Pharmacy robotics
3. Automate registration

1. Automate provider billing solution
2. Payment gateways – supplier portal in the cloud

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

2.1

CREATE OPPORTUNITY PROFILES

Evaluate each opportunity

Some opportunities will have an immediate and significant impact on your business. Some may have a significant impact but on a longer time scale or some may be unlikely to have a significant impact at all. Understanding these trends is an important context for your digital business strategy.

Consider:

• Does this opportunity conform with your guiding principles?
• Can this opportunity feasibly deliver the anticipated benefits?
• Is this opportunity desired by your stakeholders?

Avoid:

• Overly vague language. Opportunities need to be specific enough to evaluate what impact they will have.
• Simply following what competitors are doing. Be ambitious and tailor your digital strategy to your organizational values, goals, and priorities.

UNDERSTAND THE IMPACT OF OPPORTUNITIES ON BUSINESS CAPABILITIES

Understand the impact across your value chains

Each opportunity has the potential to impact multiple areas of your business. Prioritize where to start acting on new opportunities based on your business objectives and capabilities. You need to assess their impacts across value chains. Does the opportunity impact existing value chain(s) or create a new value chain?

Consider:

• How well does this opportunity align with your digital vision, mission, and goals?
• What will be the overall impact of this opportunity?
• How urgently must you act?

Avoid:

• Guessing. Validate assumptions and use clear, unbiased information to make decisions. Info-Tech has extensive resources to assist in evaluating trends, opportunities, and solutions.
• Making everything a high priority. Most organizations can only prioritize one to two initiatives at a time.

Must Prioritize

Should Plan

Drive Digital Experiences

Build Digital Capabilities

High Value/Low Complexity

• stakeholders want it
• easy to implement
• capabilities exist to deliver
• creates significant value
• strategic growth = competitive advantage

High Value/High Complexity

• customers want it
• not easy to implement without carefully planning
• need to invest in developing capabilities
• Competitive differentiator

Low Value/Low Complexity

• stakeholders don’t want it
• easy to implement but takes resources away from priority
• some capabilities exist
• creates marginal value
• minimal growth

Low Value/High Complexity

• stakeholders don’t want it
• difficult to implement
• need to invest in developing capabilities
• no real strategic growth

Could Have

Don’t Need

IMPACT

COMPLEXITY

Description of Opportunity:

ADT is a critical function of registration that triggers patient identification to support services and billing. Currently, ADT is a heavily manual process with a high degree of errors as a result of human intervention. There is an opportunity to leverage intelligent automation by using RPA and AI.

Alignment With Business Objectives

Improve patient outcome

Drive operational efficiency and effectiveness

Better experiences for patients

Business Architecture

This opportunity may impact the following business capabilities:

• Referral evaluation
• Admission, discharge, and transfer management
• Scheduling management
• Patient registry management
• Provider registry management
• Patient billing
• Provider billing
• Finance management
• EHR/EMR integration management
• Enterprise data warehouse for reporting
• Provincial/state quality reporting

Benefits & Outcomes

• Reduce errors by manual registration
• Improve turnaround time for registration
• Create a consistent customer experience
• Improve capacity
• Virtualize low-value work

Key Risks & Assumptions

• Need to add skills & knowledge to maintain systems
• Perception of job loss or change by unions
• assume documentation of standard work for automation vs. non-standard

Opportunity Owner

VP, Health Information Management (HIM)

Incremental Value

Reduce errors in patient identity

• Next Steps
• Investigate use cases for RPA and AI in registration
• Build business case for funding

You will need:

Industry Reference Architecture

Activity: 1-2 hours

1. Using your industry reference architecture, highlight the business capabilities that may be impacted by the opportunity. Use a value chain analysis approach to help with this exercise.
2. Referring to your Prioritized Opportunities for Transformation, prioritize areas to transform. Priority should be given to low maturity areas that are highly or urgently relevant to your overall strategic goals.

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

Understand WHO gains value from the value chain

To define a stakeholder scenario, you need to understand whom we are mapping for. Developing stakeholder personas is a great way to understand their needs through a lens of empathy.

Consider:

• Keep your stakeholder persona groupings to the core clusters typical of your industry.
• See it from their perspective not the business’s.

Avoid:

• Don’t create a multitude of personas based on discrete nuances.

Identify opportunities to transform the stakeholder experience

A stakeholder or customer journey helps teams visualize the impact of a given opportunity through a value chain. This exercise uncovers the specific initiatives and features that should be considered in the evolution of the digital strategy.

Consider:

• Which stakeholders may be most affected by this opportunity?
• How might stakeholders feel about a given solution as they move through the journey? What pain points can be solved?

Avoid:

• Simply listing steps in a process. Put yourself in the shoes of whoever’s journey you are mapping. What do they care about?
• Choosing a stakeholder with limited involvement in the process.

Unlock key initiatives to deliver value

Opportunities need to be broken down into actionable initiatives that can be turned into business cases with clear goals, benefits realization, scope, work plans, and investment ask.

Consider:

• Multiple initiatives can be grouped into one opportunity that is similar or in phases.
• Ensure the initiatives support and enable the business goals.

Avoid:

• Creating a laundry list of initiatives.
• Initiatives that don’t align with business goals.

Stakeholder Journey Mapping

Digital Business Strategy Blueprint

Activity: 4-6 hours

Our analysts can guide and support you, where needed.

1. First download the Define Your Digital Business Strategy blueprint to review the Stakeholder Journey Mapping exercise.
2. Identify a stakeholder persona and a one-journey scenario.
3. Map a stakeholder journey using a single persona across one-journey scenarios to identify pain points and opportunities to improve experiences and generate value.
4. Consolidate a list of opportunities for business case prioritization.

Key Concepts:

Value Stream: a set of activities to create and capture value for and from the end consumer.

Value Chain: a string of end-to-end processes that creates value for the consumer.

Journey Scenario: a specific use case across a value chain (s).

Members Engaged

• CIO
• Business Executives

Info-Tech

• Industry Analyst
• Executive Advisor

Stakeholder Persona

1-Journey Use Case

Map Stakeholder Journey

Content Leveraged

• Stakeholder Persona
• Journey Use Case
• Map Stakeholder Journey

Deliverable:

1. Guiding principles
2. Strategic growth opportunities

Identify two existing value chains to be transformed.

In section 1, we identified existing value chains to be transformed. For example, your stakeholder persona is a registration clerk who is part of the Health Information Management team responsible for registering and adjudicating patient identity.

Identify one new value chain.

In section 2, we identified a new value chain. However, for a new opportunity, the scenario is more complex as it may capture many different areas of a value chain. Subsequently, a journey map for a new opportunity may require mapping all parts of the value chain.

Stakeholder demographics

Name: Anne

Age: 35

Occupation: HIM Clerk

Location: Unity Hospital System

Pains

What are their frustrations, fears, and anxieties?

• Volume of patients to schedule
• Too many applications to access
• Data quality is an error
• Extensive manual entry of data prone to errors
• Disruptions with calls from patients, doctors, and FOI requests

What do they need to do?

What do they want to get done? How will they know they are successful?

• Automate some non-valuable tasks that can also reduce human errors. Allow patients to self-schedule online or answer FAQs via a chatbox. Would love to have a virtual triage to alleviate volume of calls and redirects.

Gains

What are their wants, needs, hopes, and dreams?

• Reduce errors in data entry for patient identity (reduce manual look-ups).
• Have standard requests go through a chatbot.
• Have physicians automate billing through front-end speech recognition software.

A fictitious profile of a representative stakeholder group that shares a common yet discrete set of characteristics that embodies how they think, feel, and act.

1. Journey (Value Chain)

Describes the end-to-end steps or processes that a customer takes across the value chain that groups a set of activities, interactions, touch-points, and experiences.

2. Persona’s Goals

Exemplifies what the persona is thinking and wanting across each specific step of their journey.

3. Nature of Activity (see detailed definition in this section)

This section captures two key components: 1) the description of the action or interaction between the personas to achieve their goals, and 2) the classification of the activity to determine the feasibility for automation. The type is based on four main characteristics: 1) routine cognitive, 2) non-routine cognitive , 3) routine manual, and 4) non-routine manual.

4. Type of Touch-Point

The channel by which a persona interacts or touches products, services, the organization, or information.

5. Key Moments & Pain Points

Captures the emotional experience and value of the persona across each step and interaction.

6. Metrics

This section captures the KPIs used to measure the experience, process or activity today. Future KPIs will need to be developed to measure the opportunities.

7. Opportunities refer to both the possible initiatives to address the persona’s pain points, and the ability to enable business goals.

• Confirm appointment
• Verify referral through provider registry

• Request medical insurance or care card
• Enroll patient into CIS

• Patient registry validation
• Secondary identification request

• Verify eligibility through the patient registry

• Schedule follow referrals & appointments
• Coding for billing

Priority

Priority

Investigate – ROI

Investigate – ROI

Defer

• Telephone (land/mobile)
• Email

• CIS Application

• Verbal
• Patient registry system
• Telephone

• Patient and provider registry
• CIS
• Email, call, verbal

• Physician billing
• Hospital ERP
• CIS
• Paper appointments

• Volume of calls
• Manual scheduling
• Too many applications

• Data entry errors
• Limited languages
• Too many applications

• Data entry errors
• Too many applications
• Limited languages
• Ask patients to repeat info

• Data entry errors
• Too many applications
• Limited languages
• Ask patients to repeat info

• Patient identity not linked to physician billing
• Manual coding entry

Time to appointment

Time to enrollment

Patient mis-match

Provider mis-match

Percentage of errors in billing codes

• Patient scheduling portal (24/7)

• Use of AI and chatbots

• Automate patient matching index digitalization and integration

• Automate provider matching index digitalization and integration

• Natural language processing using front-end speech recognition software for billing

Opportunity 1

Virtual Registration

Business Goals

Initiatives

Health Outcomes

Stakeholder Experience

New Models of Care

Operational Efficiency

• Enterprise master patient index integration with patient registry

• Intelligent automation for outpatient department

• Customer service chat box for triage FOI1

• Front-end speech recognition for billing (FESR)

Opportunity 2

Machine Learning Pre-Cancer Diagnosis

Business Goals

Initiatives

Health Outcomes

Stakeholder Experience

New Models of Care

Operational Efficiency

• Enterprise Datawarehouse architecture (build data lake)

• Build genomics analytics capabilities e.g., recruitment, data-quality review

• Implementation of machine learning software

• Supply chain integration with ERP for medical and research supplies

After completing all three phases of activities in this blueprint, you will have compiled a list of new and planned digital initiatives for prioritization and business case development in the next phase.

Example: Consolidated List of Digital Initiatives

The next step will focus on prioritizing and building a business case for your top digital initiatives.

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

Open banking

Account integrators (AISPs)

Payment integrators
(PISPs)

Data monetization

Social payments

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

Virtual cashier

(RFID Enablement)

Big-box retailers

Brick & mortar stores

Automated stores driving new customer experiences

Digital cart

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

IT/OT convergence

Value-added resellers

New geographies

Train quality-control algorithms and sell as a service to other manufacturers

Quality control as a service

What Am I Thinking?

• I am planning on traveling to Copenhagen, Denmark for work.
• It’s my first time and I need to gather information about the destination, accommodation, costs, departure information, bag weight, etc..

What Am I Doing?

• Logging onto airline website
• Confirming departure gates

• Airport rewards program
• Airport Website
• Online hotel eCommerce
• Social media
• Transportation services on mobile

How Am I Feeling?

• Frustrated because the airport website is difficult to navigate to get information
• Annoyed because there is no FAQ online and I have to call; there’s a long wait to speak to someone.
• Stress & uncertainty (cancellation, logistics, insurance, etc..)

• Travel dates
• Trip price & budget

• Tailored communication based on search history
• Specific messaging (e.g., alerts for COVID-19, changes in events, etc.)
• Interactive VR experience that guides customers through the airport as a navigator

Joanne Lee

Principal, Research Director, CIO Strategy

Info-Tech Research Group

Kim Osborne-Rodgriguez

Research Director, CIO Strategy

Info-Tech Research Group

Joanne is an executive with over 25 years of in digital technology and management consulting across both public and private entities from solution delivery to organizational redesign across Canada and globally.

Prior to joining Info-Tech Research Group, Joanne was a management consultant within KPMG’s CIO management consulting services and the Western Canada Digital Health Practice lead. She has held several executive roles in the industry with the most recent position as Chief Program Officer for a large $450M EHR implementation. Her expertise spans cloud strategy, organizational design, data and analytics, governance, process redesign, transformation, and PPM. She is passionate about connecting people, concepts, and capital.

Joanne holds a Master’s in Business and Health Policy from the University of Toronto and a Bachelor of Science (Nursing) from the University of British Columbia.

Kim is a professional engineer and Registered Communications Distribution Designer (RCDD) with over a decade of experience in management and engineering consulting spanning healthcare, higher education, and commercial sectors. She has worked on some of the largest hospital construction projects in Canada, from early visioning and IT strategy through to design, specifications, and construction administration. She brings a practical and evidence-based approach to digital transformation, with a track record of supporting successful implementations.

Kim holds a Bachelor’s degree in Mechatronics Engineering from University of Waterloo.

Jack Hakimian

Vice President, Research

Info-Tech Research Group

Charl Lombard

President, Digital Transformation Consulting

Info-Tech Research Group

Jack has more than 25 years of technology and management consulting experience. He has served multi-billion dollar organizations in multiple industries including Financial Services and Telecommunications. Jack also served a number of large public sector institutions.

Prior to joining the Info-Tech Research Group, he worked for leading consulting players such as Accenture, Deloitte, EY, and IBM.

Jack led digital business strategy engagements as well as corporate strategy and M&A advisory services for clients across North America, Europe, the Middle East, and Africa. He is a seasoned technology consultant who has developed IT strategies and technology roadmaps, led large business transformations, established data governance programs, and managed the deployment of mission-critical CRM and ERP applications.

He is a frequent speaker and panelist at technology and innovation conferences and events and holds a Master’s degree in Computer Engineering as well as an MBA from the ESCP-EAP European School of Management.

Charl has more than 20 years of professional services experience, “majoring” in digital transformation and strategic topics. He has led multiple successful Digital Transformation programs across a range of industries like Information technology, hospitality, Advanced Industries, High Tech, Entertainment, Travel and Transport, Insurance & Financial Services, Metals & Mining, Electric Power, Renewable Energy, Telecoms, Manufacturing) across different geographics (i.e., North America, EU, Africa) in both private and public sectors.

Prior to joining Info-Tech Research Group, Charl was the Vice President of Global Product Management and Strategy (Saber Hospitality Solution), Associate President, McKinsey Transformation Practice, e-Business Practice for PwC, and tech start-up founder and investor.

Charl is a frequent speaker at innovation and digital transformation conferences and holds an MBA from the University of Cape Town Graduate School of Business, and a bachelor’s degree from the University of Pretoria, South Africa.

Mike Tweedie

Practice Lead, CIO Strategy

Info-Tech Research Group

Michael Alemany

Vice President, Digital Transformation Consulting

Info-Tech Research Group

Mike Tweedie brings over 25 years of experience as a technology executive. He’s led several large transformation projects across core infrastructure, application, and IT services as the head of Technology at ADP Canada. He was also the Head of Engineering and Service Offerings for a large French IT services firm, focused on cloud adoption and complex ERP deployment and management.

Mike holds a Bachelor’s degree in Architecture from Ryerson University.

Michael is a leader in Info-Tech’s digital transformation consulting practice. He brings over 10 years of experience working with companies across a range of industries. His work experience includes ~4.5 years at McKinsey & Company where he led large-scale transformations for fortune 500 companies. Prior to joining Info-Tech, he worked for Sabre Corp., an SaaS platform provider for the travel and hospitality sector, leading Product Strategy & Operations. Michael holds an MBA from the Tuck School of Business at Dartmouth and a B.S in Business Strategy from Brigham Young University.

Duane Cooney

Executive Counselor, Healthcare

Info-Tech Research Group

Denis Goulet

Senior Workshop Director

Info-Tech Research Group

Duane brings over 30 years of experiences a healthcare IT leader with a passion for the transformation of people, processes, and technology. He has led large-scale health technology transformation and operations across the enterprise. Before joining Info-Tech, Duane served as the Deputy CIO, Senior Information Technology Director, and Enterprise Architect for both public not-for-profit and private sectors. He has a Bachelors in Computer Science and is a graduate of EDS Operations. He holds certifications in EHR, LEAN/Agile, ITIL, and PMP.

Denis is an IAF Certified Professional Facilitator who has helped organizations and technology executives develop IT strategies for small to large global enterprises. He firmly believes in a collaborative value-driven approach. Prior to joining Info-Tech Research Group, Denis held several industry positions as CIO, Chief Administrative Office (City Manager), General Manager, and Vice President of Engineering. Denis holds an MBA from Queen’s University and a Diploma in Technology Engineering and Executive Municipal Management.

Jay Cappis

Executive Advisor, Real-Estate

Info-Tech Research Group

Christine Brick

Executive Advisor, Financial Services
Info-Tech Research Group

Jay brings over 30 years of experience in management and technology across small and medium enterprises to large global enterprises including Exxon and Xerox. His cross-industry experience includes professional services, commercial real estate, oil and gas, digital start-ups, insurance, and aerospace. Jay has led business process improvements and change management and has expertise in software development lifecycle management and DevOps practices.

Christine brings over 20 years in IT transformation across DevOps, infrastructure, operations, supply chain, IT Strategy, modernization, cost optimization, data management, and operational risk. She brings expertise in business transformation, mergers and acquisitions, vendor selection, and contract management.