Altimeter 6 Stages of DT
Altimeter 6 Stages of DT
Altimeter 6 Stages of DT
Throughout our research, we learned that there are many definitions for digital
transformation. Based on the input of digital leaders, we continually adapt our
definition to reflect the current state and direction of digital transformation. We
define digital transformation as follows:
2
After several years of interviewing professionals who help drive digital
transformation (we call them “change agents”), we have identified a
series of patterns, components, and processes that form a strong
foundation for change. We have organized these elements into six
distinct stages:
1 BUSINESS AS USUAL
3 FORMALIZED
4 STRATEGIC
5 CONVERGED
Successful Digital Transformation is Driven By a Clear Purpose, Vision, and Motivated People. . . . . . . . . . . . . . . . . . . . . . . . . . . 06
Digital Transformation Maturity Often Starts with Alignment Around a Holistic Customer Experience . . . . . . . . . . . . . . . . . . . . . 07
Companies Grow from “Business as Usual” to Enterprise Innovation Along the Road of Digital Transformation �������������������������� 08
Stage 2: New Technology Sparks Imagination and Experimentation as Companies Become “Present and Active” �������������������� 14
Stage 4: The Strive for Relevance Escalates, and Companies Formulate “Strategic” Approach to Change. . . . . . . . . . . . . . . . . . 25
Stage 5: Transformation is in the DNA as Companies Are Officially “Converged” in Their Approach. . . . . . . . . . . . . . . . . . . . . . 34
Stage 6: Culture of Innovation Becomes Top Priority as Companies Become “Innovative and Adaptive”. . . . . . . . . . . . . . . . . . . 41
Ecosystem Input . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
4
DIGITAL
TRANSFORMATION
IS NOT JUST ABOUT
TECHNOLOGY
The foundation for Altimeter’s six stages of
digital transformation was built over several
years during our ongoing research on the
subject. Early on, we found that digital
transformation was a technology-centered
effort, aimed at modernizing and optimizing
processes and systems throughout the
AS SUCH, DIGITAL
business ecosystem. Even though businesses
have always used technology to scale and
improve operations, digital transformation is TECHNOLOGY IS
A MEANS, NOT
about updating and upgrading the capacity
to compete in a digital economy.
A STRATEGY.
Over time, the democratization of technology
also reshaped market dynamics, causing
companies to challenge their existing digital
transformation roadmaps. As customer/
employee behaviors and expectations evolved
and changed in alignment with new technology
use, this created the need to study digital’s
affect on markets and people to inform why,
how, and to what extent these disruptive
technologies played a role in transformation.
5
Successful Digital Transformation is
Driven by a Clear Purpose,Vision, and
Motivated People
There is no one way to pursue digital transformation,
but without human-centered input, direction, or best
practices, companies can be led astray. This squanders
time, resources, and potential ROI. Change agents
must step outside of their departments and collaborate
with other functional and executive leaders to foster
real change.
6
DIGITAL TRANSFORMATION
MATURITY OFTEN STARTS
WITH ALIGNMENT AROUND
A HOLISTIC CUSTOMER
EXPERIENCE
A common imperative for digital transformation
leaders is understanding digital customers and
their differences, expectations, behaviors, and
predilections. By concentrating on digital,
companies can examine how it affects or alters
the connected customer’s journey, and influences
their decision-making at large. In the process,
change agents recognize gaps, isolate friction,
and surface opportunities. This helps align
stakeholders around common goals and objectives,
secure executive sponsors, and fast-track digital
transformation initiatives.
8
9
DIGITAL MATURATION REQUIRES MULTIDISCIPLINARY INVOLVEMENT
The path to digital transformation matures the organization as a whole via the sum of its parts. Each of the six stages represents
key customer-facing and customer-supportive elements in DCX and CX that support overarching organizational competence.
Individually, these areas develop over the course of digital transformation work, and collectively they form the pillars of growth
that advance companies toward a more agile, innovative, and digitally competitive state.
CUSTOMER EXPERIENCE
The processes and strategies aimed at improving
Created by TMD
from the Noun Project touchpoints along the entire customer journey.
10
STAGE 1:
CUSTOMER OPERATIONS
MAINTAIN THE STATUS QUO,
“BUSINESS AS USUAL”
11
STAGE 1
• Leadership rebuffs the need for change. • While digital is not ignored, it is • CX strategies are managed by (and
treated as a part-time directive in not shared amongst) individual
• Operations support a traditional funnel select employees’ jobs, usually to departments, creating a fragmented
approach to the customer journey, increase scale and efficiency. view of the customer across the
focusing each group on their respective organization.
areas of customer-facing or back-office • Processes are not formalized and
initiatives. are built upon legacy foundations • Minimal research has been done
focused on the disparate needs of on digital and traditional customer
• Departments are not collaborative
each department. behaviors, preferences, and path to
in their work to manage customer
purchase.
experiences, contributing to a
• Responsibilities specific to digital are
disjointed and dated customer journey.
added to existing processes as reactive • Organizations are still following
• Digital literacy and expertise exist in amendments rather than being created technology-first, not customer-first,
pockets of the organization but are not anew to keep pace with emerging roadmaps and processes that are
a prime concern at the executive level. channels. outdated.
12
STAGE 1
• A 360-degree customer view is not • IT, for the most part, owns • Digital and CX training operates
a current priority. technology roadmaps, and they against legacy strategies and metrics.
are largely not operating against
• Analytics are purely a reporting customer-first strategies. • No formal training is instituted for
function. digital, leaving all learning ad hoc for
• New technology is evaluated those who want to understand new
• Departments measure efforts in
for its features and capabilities and possibilities.
isolation (sales/CRM, web analytics),
tied to business goals rather than
but KPIs are not standardized and
testing technology solutions that • Digital training is an addendum to
rarely shared among customer-facing
facilitate integrated and holistic one-off marketing training programs.
or supportive groups.
customer experiences.
• Insights from analytics are not acted
upon strategically or holistically. • Most promising digital solutions
(freemium or purchased) are owned
by individual departments or groups
and operated in isolation with many
operating in a rogue state.
13
STAGE 2:
NEW TECHNOLOGY
SPARKS IMAGINATION
AND EXPERIMENTATION
AS COMPANIES BECOME
“PRESENT AND ACTIVE”
14
STAGE 2
• Customer experience metrics are • External forces promote the need • Early adopters recognize digital,
researched and examined, often to examine new channels. mobile, and social, and all
starting with online and social disruptive technologies introduce
sentiment analysis. • Social, mobile, responsive, digital, new opportunities to test and
and content strategies are learn internally and externally.
• Customer data for each channel experimented with in respective
still exists in siloes. Focus begins on groups with some sharing and • These emerging champions set the
acquiring customer data through social collaboration taking place stage to become change agents,
listening and Big Data initiatives to between them. taking action within their respective
improve the customer journey and departments by driving pilots and
experience one touchpoint at a time. • Individual departments rethink their experiments
approach to customer engagement
• Social media listening begins to
across new channels/networks, leading • Executives take notice, and alliances
identify gaps in customer engagement.
to pilots in social, mobile, responsive are struck to promote test-and-learn
web, digital, and content strategy. programs.
GOVERNANCE
AND LEADERSHIP
16
STAGE 2
17
STAGE 2
TECHNOLOGY
INTEGRATION
18
STAGE 3:
A SENSE OF URGENCY
ACCELERATES CHANGE
WITH “FORMALIZED”
RESULTS
19
STAGE 3
• Customer data begins to inform • Debate stirs around the importance of • Early adopters start to become change
decision-making in select departments, DCX vs. traditional CX. This requires agents as they see the bigger picture
and metrics become fundamental to research to inspire a draft vision and and start to build awareness and
understanding customer journey and objective statements to explain the alignment to work formally toward it.
optimizing the experience. benefits of a company-wide digital
strategy and how it affects/benefits • Change agents, still internally facing,
• Data about moments and devices are overall customer experience design. start to define the overall vision of
analyzed, and new consumer behaviors, digital transformation.
preferences, and friction points feed • The customer journey is mapped
into redesigning the DCX. to reveal opportunities and priorities • Teams formally optimize efforts and
for digital transformation and resources by seeking out an executive
• An inventory of existing analytics
traditional CX. sponsor.
among departments is studied for
overlap, gaps, and opportunities
• Digital is a key driver for immediate • The sponsor and change agents
for collaboration. Planning and
test-and-learn and pilot programs invest in formal working groups to
development begins using an
around the new customer experience. test and learn through organized,
analytics roadmap to close the
cross-functional pilot programs usually
gaps in measurement.
• Eliminating friction points and solving focused on the DCX and marketing.
• Sentiment analysis findings are shared for missed opportunities are common
across stakeholder groups and their catalysts in advancing CX work. • Change agents begin assisting
impact studied to determine DCX other departments with pilots, sales,
priorities. and support, helping them find their
way into the mix.
• Leaders in sales, IT, marketing, customer
service, and digital begin to collaborate
around shared analytics needs. 20
STAGE 3
21
STAGE 3
GOVERNANCE
AND LEADERSHIP
Created by artworkbean
22
STAGE 3
• Customer service and marketing begin • Solutions like Smaply,Touchpoint • Executive education is made a
to collaborate to assess operational Dashboard, and UXPressia help priority for change agents looking to
processes for customer engagement companies better understand the earn support for the development of
in digital channels. intersection and flow of customer formal digital transformation programs.
experiences across touchpoints.
• Cross-departmental communication • Training around digital rules of
and collaboration sets the foundation • CX tools are used primarily by engagement becomes part of the
for a joint RACI model. marketing, IT, or e-commerce teams. departmental process for new channel
programs and initiatives (i.e., mobile,
• IT and marketing begin to
• Omni-channel tools to replace social, IoT, etc.).
collaborate to expedite investments
multiple platforms being used by
and a supporting infrastructure for
disparate departments are being • Change agents partner with
transformation.
explored to better optimize and educational stakeholders, such as
integrate shared data. functional heads and/or HR, to work
with leaders in marketing, IT, customer
• IT, marketing, (and/or) CX work service, and product groups to identify
together to develop a technology what digital expertise exists internally
roadmap for scale and automation and what must be hired for (employee
of tools across the enterprise. or agency).
DIGITAL LITERACY
25
STAGE 4
• The majority of departments are aware • The journey continues to be • Through rallying business units,
of customer journey work that has been optimized, solving for friction partnering with IT, and showcasing
mapped and developed, and data and missed opportunities. preliminary results to executives,
is shared amongst stakeholders and change agents get a “seat at the
departments in need. • Efforts to shift from a funnel focus table” to communicate evolving
to a dynamic customer journey. As strategy, value, and outcomes.
• Data and analytics now report directly the experience is formalized, CX
to the C-suite to communicate progress becomes a priority. • The digital transformation working
and new opportunities. group expands its footprint and
• Discussions also explore how to focus to formally modify processes
• New data investments in areas like
reimagine the journey for a mobile, and models necessary to support
paid-owned-earned content analytics
social, real-time world — on every scale and further transformation.
and loyalty program analytics help
screen (omni-channel).
monitor performance in emerging
• A new role of Chief Digital Officer
areas of opportunity.
• The company is now responding of Chief Experience/Customer
• Customer Lifetime Value (CLV) is quicker, establishing a RACI and multi- Officer often emerges, or this
re-examined for new programs. year digital strategy roadmap focused work is formalized under the
on CX and digital transformation. CMO/CIO alliance.
• Financial impact (revenue creation,
profitability, and increased market
valuation) and goal setting become
priority for DCX efforts as leaders
begin to track cross-channel results
more diligently.
26
STAGE 4
27
STAGE 4
CUSTOMER EXPERIENCE
Created by TMD
from the Noun Project
28
STAGE 3
CUSTOMER EXPERIENCE
Created by TMD
from the Noun Project
29
STAGE 4
GOVERNANCE
AND LEADERSHIP
Created by artworkbean
30
https://www.flickr.com/photos/sheezyfries/15629670223
STAGE 4
• There is a focus on accountability • Technology roadmaps are aligned with • Departments working directly on
toward digital investments, with overall digital transformation roadmaps digital CX efforts receive mandatory
learning and insights bringing to ensure that technology, systems, and training as part of an educational
teams and executives together. support are prioritized and managed. program around evolving digital
technologies and persistent learning.
• Investments in people, processes, • Omni-channel CX tools (i.e., IBM
and technology are formalized to Tealeaf, Genesys, and Pitney Bowes) • HR is trained on how to attract
achieve specific outcomes for each are integrated with other technologies and manage talent with new skillsets
area of the customer journey. and CRM software (Oracle and and expertise. New expertise and
Salesforce) to create a single view of resources are evaluated to fill new
• Roles and responsibilities are defined,
the customer across every interaction roles or train existing employees to
with new roles and models identified
point via data collection, analysis, and fill them.
to further lead transformation in priority
collaboration.
CX areas, such as mobile.
• Digital literacy is a mandate across
• An operational process addressing how • These tools add context to all groups working on customer
each silo fits together to work toward usually fragmented omni-channel experience as well as executives.
one digital transformation vision is engagements, ultimately adding
established. richness and relevancy to CX at • Executives are trained and digitally
every touchpoint regardless of literate, often through “reverse
• Efforts are now more ambitious and the department responsible for mentoring” by younger, more
organized formally, moving into official the interaction. technologically savvy employees.
pilots that span every category affecting
the DCX and beyond (including sales,
service/support, marketing, HR, product
development, and manufacturing).
31
STAGE 4
DIGITAL LITERACY
33
STAGE 5:
TRANSFORMATION
IS IN THE DNA AS
COMPANIES ARE
OFFICIALLY
“CONVERGED” IN
THEIR APPROACH
34
STAGE 5
• Operational improvements are • The customer journey is mapped • Leadership transcends the digital
beginning to take shape as a again to now include an experience transformation movement into the
result of a focus on analytics. map as a model to help orchestrate all establishment of a new agenda
the touchpoints (including real-time around culture and vision.
• The launch and development of “micro moments”) that encompass a
new corporate, product, marketing, product/service experience. • Change agents become leaders
and service strategy and planning of the organization’s over-arching
are dependent on omni-channel • This leads to further innovation around emerging technology strategy.
customer data. digital + traditional as a singular focus.
• The organization is operating in a
• Improvements are made in near real-
• Omni-channel customer data informs more unified manner with digital
time, and all analytical insights drive
business strategy across the company, transformation led/managed by
future strategy development.
including what markets to address, a governing body (“Center of
segmentation, product strategy, and Excellence” or other digital
marketing. taskforce) that identifies synergies
among successful pilots and areas
• The organization is now operating of opportunity.
in unison against a cross-departmental,
omni-channel digital transformation • The digital transformation team
strategy with CX at its center. continues to provide inter-departmental
coordination and support while
influencing new models and strategies.
CUSTOMER EXPERIENCE
Created by TMD
from the Noun Project
“We’re more agile in managing stakeholder five journey maps for our 12 segments
and decision makers than any competitors,
because we’re almost religious about
and are continuing on. In our work, the
referencing the customer journey,” he pain points become abundantly clear,
elaborates. “So far, we’ve done five making it easier to solve for individual
journey maps for our 12 segments and
are continuing on. In our work, the pain problems in each segment.”
points become abundantly clear, making
it easier to solve for individual problems
in each segment.”
GOVERNANCE
AND LEADERSHIP
Created by artworkbean
• Digital transformation efforts are • Companies graduate to more • All managers and employees,
expanded beyond DCX to include comprehensive “Experience Cloud” regardless of department, are trained
the lifeline of the business, including technologies (i.e., SDL, Oracle, and informed on the company’s digital
employee engagement, product, Salesforce.com, and IBM Digital strategy and focus on the DCX. It is
ERP, etc. Experience on Cloud) that both gather universally understood how the DCX
and house data from multiple sources works in concert with overarching CX
• IT and CX expand partnership to AND provide solutions to deliver programs to create one
guide and accelerate technology relevant, consistent, and optimized fluid experience.
identification and implementation experiences across all digital and
specific to the customer journey. traditional engagement channels based • Leadership understands and supports
on unique customer records. These the business case and allocates
• This movement catalyzes the creation
tools are typically tailored by industry ongoing resources accordingly.
of a new agenda around digital culture
and primary goals related to CX
and vision.
improvement and orchestration. • The educational program has fully
impacted HR policies and processes,
• New international talent and external
• Other one-off tools to track and as candidates for hire are selected
agencies are brought on board to
respond to customers are no longer based on their ability to support new
bolster programs, while analysts are
used by individual departments, infrastructure models around the DCX.
considered to supplement an analytics
as Experience Cloud software
and data strategy.
encompasses all customer data needs • New programs are shaped or
• Common frameworks are shared for informed decision-making and CX implemented to identify gaps in
between departments, and areas collaboration across the enterprise. existing expertise and needs
of opportunity are identified. according to the roadmap, with
educational/training programs
introduced to enhance existing
workforce. 38
STAGE 5
DIGITAL LITERACY
40
STAGE 6:
CULTURE OF INNOVATION
BECOMES TOP PRIORITY
AS COMPANIES BECOME
“INNOVATIVE AND
ADAPTIVE”
41
STAGE 6
• A centralized omni-channel system • Innovation in the organization - from • Digital transformation is now in the
houses rich customer data sourced the C-suite to the frontline employees company’s DNA, spanning and scaling
from all digital and social interactions. - is driven by CX unification at every across all departments over time.
This allows for a single view of the touchpoint.
customer across the entire organization. • New models, roles, and investments
• CX optimization now occurs in shift toward innovation to accelerate
• Net Promoter Score (NPS) and departments outside of traditional transformation and identify new,
similarly loose metrics are now marketing, including sales, service, unconventional opportunities
relegated for use as KPIs. Tangible HR, product, legal, and more. for growth.
metrics that showcase business value
are put in place to measure customers • Innovation becomes priority, with • The workgroup(s) once dedicated
from a 360-degree perspective. These leaders focusing on newly adopted to transformation persist to tackle
may include Customer Satisfaction engagement channels (i.e., mobile new trends in DCX.
Scores (CSAT), Customer Effort commerce, social customer service,
Scores (CES), and other agency- and wearables engagement). • A new team emerges to focus on
driven metrics that measure technology and market innovation.
effectiveness (i.e., Forrester’s CxPi).
• A flatter management and decision
• Business innovation becomes priority
model, rather than a traditional
as these analytics inform the need for
hierarchy, supports the organization.
developing new models, launching
new businesses, and entering new
markets based on customer need. The
path to innovation itself is measured.
42
STAGE 6
CUSTOMER EXPERIENCE
Created by TMD
from the Noun Project
43
STAGE 6
• Transformation is enterprise-wide • Experience Cloud technology2 is • New models and roles are focused on
and global, affecting change in the integrated across ALL functions - not managing transformation, including
company culture and vision around its just marketing - with business units ongoing education and training to
new definition of “business as usual.” closely involved in the selection, foster continuous innovation. Digital
scoping, and execution of new literacy is now a way of business and
• Innovation to serve all customers, technology needs should they arise. professional development, and ideation
regardless of digital behaviors, is mandated and rewarded at the
becomes a mandate as ideation and • There is a clear CX technology “owner” individual, team, departmental, and
knowledge acquisition are part of in a cross-functional digital group, corporate levels.
everyone’s job. An Innovation team serving as a liaison between
proactively studies the emergence departments in need of CX data for • All employees have the skills needed
of new technologies and channels strategy and program deployment. to iterate and innovate, whether hired
that may catalyze changes to Companies approach innovation to comprise a new team, trained from
existing operational processes around emerging technologies, (i.e., 3D the inside, or supported as part of an
across departments. printing and prototyping and the IoT) acquisition.
with an independent budget that allows
• Talent gap analysis is regularly
for a rapid test-and-learn approach.
performed to identify missing digital
expertise in-house, and HR is looped
• Technology best practices, new tools,
in to recruit and train accordingly.
and implementation techniques from
startup partners and other innovation
accelerators are continuously integrated.
45
STAGE 5
DIGITAL LITERACY
As digital transformation involves many departments, leaders, and an overall cultural shift of an
organization, there is no set prescription for its strategy and implementation. Instead, this report
was developed to share common milestones and best practices by those leading transformation
in companies such as Discover, GM, Harvard, Lego, Metropolitan Museum of Art, Nestlé, Sephora,
and Starbucks, among many others. Like the imminent customer journey you will develop, the path
from phase to phase is not a linear experience. Use these best practices as your guideposts.
The Six Stages of Digital Transformation are a working model for your next steps. It’s a reference
guide to:
47
And, by following a digital transformation model, all
aspects of business evolve, including management
perspectives, roles and responsibilities, operations,
work, and, ultimately, culture. As a result, they matter
more in a digital economy. Following the path toward
digital transformation not only builds a resilient
infrastructure for unsettled times, but also promotes
the ability to:
1
sloanreview.mit.edu/article/the-nine-elements-of-digital-transformation/
2
http://www2.prophet.com/l/69102/2015-10-08/2mg4ky 49
APPENDIX: THE PATH TO DIGITAL TRANSFORMATION TAKES AN
O.P.P.O.S.I.T.E. APPROACH
Examining best practices and commonalities amongst innovative leaders has resulted in a new framework recently published
by Altimeter, called the Eight Success Factors of Digital Transformation: How Businesses Are Taking an O.P.P.O.S.I.T.E.
Approach to Business as Usual. OPPOSITE is an acronym that offers companies a step-by-step approach to digital
transformation. It stands for: Orientation, People, Processes, Objectives, Structure, Insights & Intent, Technology, Execution.
The framework offers insights and new understanding of technology, data, and the digital customer. By following the
OPPOSITE approach, digital transformation becomes identifiable, approachable, and attainable for organizations. The
OPPOSITE framework is available for download here (http://bit.ly/the-opposite).
Here’s an overview of the eight best practices of emergent leaders and the work they’re doing to evolve businesses in a
digital economy:
ORIENTATION STRUCTURE
Establish a new perspective to drive Form a dedicated digital experience team with roles/
meaningful change. responsibilities/objectives/accountability clearly defined
PROCESSES TECHNOLOGY
Assess operational infrastructure and update (or Reevaluate front and back-end systems for a
revamp) technologies, processes, and policies to seamless, integrated and native customer (and
support change. ultimately employee) experience.
OBJECTIVES EXECUTION
Define the purpose of digital transformation, Implement, learn, and adapt to steer ongoing
aligning stakeholders (and shareholders) around digital transformation and customer
the new vision and roadmap. experience work.
50
This framework serves as a guide for change agents, like you, to drive digital transformation. When combined with this report,
OPPOSITE guides and informs the development of your digital transformation roadmap. It metaphorically visualizes your
work as a stack, building upward toward change one stage at a time. Use it to steer your work in shaping the DCX and the
supporting infrastructure. Through your efforts, the organization becomes not only technology-savvy, but more so people-
centric. The company will become agile and sets the stage for innovation.
This is true transformation, not just about digital. It’s in the ongoing pursuit that makes change
less about stages and more about vision, purpose, and resolve. It’s time for a new paradigm
d.
for business leadership, relevance, and prosperity.
51
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ABOUT BRIAN SOLIS
Brian Solis is a digital analyst, anthropologist, and futurist. Solis studies the effects of disruptive
THE technology on business and society. More so, he humanizes these impacts to help people see
AUTHORS people differently and understand what to do about it. He is an award-winning author and avid
keynote speaker who is globally recognized as one of the most prominent thought leaders in
digital transformation and innovation.
Brian has authored several best-selling books, including What’s the Future of Business (WTF),
The End of Business as Usual, and Engage!. His latest book, X, explores the intersection of
where business meets design to create engaging and meaningful experiences.
JAIMY SZYMANSKI
Jaimy Szymanski is an industry analyst, focusing on how organizations adapt their digital
strategies and core business models to serve the new “connected customer.” She has authored
multiple research reports and artifacts on the topics of digital transformation, the collaborative
economy, the autonomous world, consumer mobile, customer experience, and the Internet
of Things. Jaimy provides independent research and advisory services to companies in varied
industries that are affected by emerging technologies.
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ECOSYSTEM ECOSYSTEM INPUT
INPUT Over the past three years, Altimeter has conducted a series of executive interviews that informed
this research, among other reports. We interviewed digital strategists and executives at organizations
undergoing digital transformation efforts about their journey in adapting to the new digital
customer experience.
This report includes input from 32 industry stakeholders from large organizations in the
following industries: Academia, Automotive, CPG, Energy, Financial Services, Food and Beverage,
Healthcare and Pharmaceutical, Hospitality, Nonprofit, Real Estate, Restaurant, Retail, Technology,
and Telecommunications.
OPEN RESEARCH
This independent research report was 100% funded by Altimeter, a Prophet Company. This report
is published under the principle of Open Research and is intended to advance the industry at no
cost. This report is intended for you to read, utilize, and share with others; if you do so, please
provide attribution to Altimeter, a Prophet Company.
PERMISSIONS
The Creative Commons License is Attribution-Noncommercial ShareAlike 3.0 United States, which
can be found at https://creativecommons.org/licenses/by-nc-sa/3.0/us/.
DISCLAIMER
ALTHOUGH THE INFORMATION AND DATA USED IN THIS REPORT HAVE BEEN PRODUCED
AND PROCESSED FROM SOURCES BELIEVED TO BE RELIABLE, NO WARRANTY EXPRESSED
OR IMPLIED IS MADE REGARDING THE COMPLETENESS, ACCURACY, ADEQUACY, OR USE
OF THE INFORMATION. THE AUTHORS AND CONTRIBUTORS OF THE INFORMATION AND
DATA SHALL HAVE NO LIABILITY FOR ERRORS OR OMISSIONS CONTAINED HEREIN OR FOR
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BY TRADE NAME, TRADEMARK, OR OTHERWISE DOES NOT CONSTITUTE OR IMPLY ITS
ENDORSEMENT, RECOMMENDATION, OR FAVORING BY THE AUTHORS OR CONTRIBUTORS
AND SHALL NOT BE USED FOR ADVERTISING OR PRODUCT ENDORSEMENT PURPOSES. THE
OPINIONS EXPRESSED HEREIN ARE SUBJECT TO CHANGE WITHOUT NOTICE.
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ABOUT ABOUT ALTIMETER, A PROPHET COMPANY
Altimeter, a Prophet Company, is a research and strategy consulting firm that helps companies
ALTIMETER understand and take advantage of digital disruption. In 2015, Prophet acquired Altimeter Group to
bring forward-thinking digital research and strategy consulting together under one umbrella, as well as
to help clients unlock the power of digital transformation. Altimeter, founded in 2008 by best-selling
author Charlene Li, focuses on research in digital transformation, social business and governance,
customer experience, Big Data, and content strategy.
Strategy Consulting. Altimeter creates strategies and plans to help companies act on business and
technology trends, including ethical and strategic data use and communications. Our team of analysts
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