From Big Ideas To Actionable Insights
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Digital Business and Digital Transformation
Dominate Digital Disruption Before It Dominates You
Since 2000, 52 percent of the companies in the Fortune 500 have either gone bankrupt, been acquired, ceased to exist, or dropped out of the Fortune 500. In fact, the pace of change has increased, competition has intensified, and business models have been disrupted. Digitalization of business is a key factor in this accelerated pace of change. Information flows faster. See the full video from Constellation’s Connected Enterprise 2013 Keynote.
Digital Business Reference Architecture
Learn’s the right architecture as we move from systems of engagement to systems of experience and then to mass personalization at scale. Understand how to deliver in digital scale and speed.
Five Steps To Digital Business Transformation
Over the past 12 months, Constellation has interviewed, researched, or assisted more than 50 market leaders and fast followers crafting a digital transformation strategy. Regardless of industry, size of company, or geography, these early adopters share five common steps to success. In each case, these steps provide the foundation to not only transforming their business models, but also reinventing their brand promise.
From P2P To Authentic Business
Ignore the shift to authentic business at the risk of your company – and potentially your career. Why? A seismic shift has occurred. The constructs of B2B and B2C have changed to People to People (P2P). Contextual relationships, trust, transparency, and value exchange are the key pillars. What will it take for you to exemplify an Authentic Business?
Consumerization of IT And The New C-Suite
From Chief Digital Officers To Digital Leaders And CXO’s
The push for Chief Digital Officers is a logical conclusion as digital business takes storm. While a CDO is key to getting the initiative started, organizations must infuse digital DNA into leadership teams in order to sustain innovation and bring digital business disruption into the market.
The Four Personas Of The Next Generation CIO
Five years ago, Chief Information Officers (CIOs) were on top of the world. These executives played mission-critical roles in driving multi-million dollar projects that delivered massive change. However, a global recession and the inability of CIOs to deliver on business value have tarnished their status. Today’s CIOs are under pressure to deliver on requests for innovation, cost reduction, connectivity, and a growing demand for business intelligence.
Just as previous technology and business shifts have changed the role of the CIO, the new, more consumer-oriented business models of the social revolution will favor a new breed of business and technology leader. These leaders will have to navigate myriad converging and disruptive technologies, align new initiatives to both business value and technology feasibility, and identify strategies to leverage existing investments to fund innovation.
Consequently, the role of the CIO will evolve. Many next-generation technology leaders will still come from traditional tech backgrounds, but business leaders with a technology bent will also have a shot. As overall business strategy planning ties closer to IT strategy, four personas of the next-generation CIO will emerge:
Data to Decisions
Avoid The Big Data Hype, Focus On Outcomes Instead
Data to Decisions examines the enablement of data-driven decisions across the entire organization. Holistic, data-informed decisions require a multi-disciplinary approach that incorporates performance monitoring with traditional business intelligence technologies. Don’t get swept up in the big data hype. Gather key insights from your data, transform insights into actionable information, and then make the right decisions. Is your organization ready to tap into this insight?
Build Big Data Business Models
The rise of big data is an exciting — if in some cases scary — development for business. Together with the complementary technology forces of social, mobile, the cloud, and unified communications, big data brings countless new opportunities for learning about customers and their wants and needs. It also brings the potential for disruption, and realignment. Organizations that truly embrace big data can create new opportunities for strategic differentiation in this era of engagement. Those that don’t fully engage, or that misunderstand the opportunities, can lose out.
There are a number of new business models emerging in the big data world. In my research, I see three main approaches standing out. The first focuses on using data to create differentiated offerings. The second involves brokering this information. The third is about building networks to deliver data where it’s needed, when it’s needed.
Future of Work
Build A Culture Of Digital Artisans
Short of having every leader emerge as the Chief Digital Officer, the new war for talent will focus on attracting, developing, and retaining digital artisans. Concurrently, a market will develop for those who can spread the digital business gospel and infuse digital artistry into organizations. While there are many attributes a digital business should embody, seven building blocks behind digital ARTISANS embody the digital DNA required for success
Focus On Digital Proficiency Not Age When Rethinking Work
Age Is Not The Deciding Factor In Five Generations Of Workers. When discussing the future of work, most folks immediately jump to the discussion of millennials, generation Y, generation X, baby boomers, post war, etc. However, the shift to digital business finds a different type of five generations. This segmentation describes how digitally proficient people are with digital technologies and culture. Five generations include:
- Digital natives – people who grew up with the internet, comfortable in engaging in all digital channels.
- Digital immigrants - people who have crossed the chasm to the digital world, forced into engagement in digital channels.
- Digital voyeurs – people who recognize the shift to digital, observing from an arms length distance.
- Digital holdouts – people who resist the shift to digital, ignoring the impact.
- Digital disengaged – people who give up on digital, obsessed with erasing digital exhaust.
Move To A Buyer Centric Commerce And Complete The Campaign To Commerce Life Cycle
Matrix Commerce analyzes the disruptive pressures influencing the commerce paradigm. Commerce faces rapidly changing business models and new payment options that are often misunderstood and poorly integrated. Matrix commerce (TM) means the fusing of demand signals and supply chains in an increasingly complex world of buyers seeking frictionless buying experiences. Friction in this new world originates from new regulatory requirements such as sustainability, taxation, and privacy. As the world revolves around the buyer, channels, demand signals, supply chains, payment options, enablers, and big data will converge to create what Constellation coined in 2011 as Matrix Commerce. Matrix Commerce spans across disciplines as people, process, and technologies continue to transform today’s commerce models.
Next Generation Customer Experience
How To Engage Customers and Employees The 9C’s of Customer Engagement
Most customers now ignore targeted marketing campaigns, avoid responding to offers, and provide minimal feedback when asked. Instead, potential customers interact with each other, bypassing sanitized corporate messages devoid of meaning or value. Meanwhile, employees increasingly look beyond compensation to non-monetary factors such as advancement, recognition, and corporate social responsibility in choosing where to work. And with the retirement of the Baby Boomers looming, attracting, retaining, and growing the next generation of leaders is an essential task for any organization.
As a result, organizations around the world are rushing to engage with their customers and employees. It’s easy to see why. Without engagement, the influence of brands will continue to decline and big organizations will lose out on the best workers. Our studies at Constellation Research have found that engaged workers — those who participated in a forum, helped out a colleague in a chat, or provided feedback on an enterprise initiative — are 37% more likely to stay with their employers. Meanwhile, engaged customers are three times more likely to recommend or advocate a product or service to a friend. Improved engagement creates business value and strategic differentiation, and technology is enabling a shift from transactions to engagement. Hence the 9C’s of engagement have evolved to ensure success in transforming customer experience.
Demystifying Enterprise Gamification: How To Influence Behaviors And Outcomes
Much hype surrounds the topic of gamification. Often seen as a technique to add engagement to existing tasks, projects, marketing campaigns, and initiatives, the term gamification unfortunately lacks the seriousness it deserves. This report seeks to change the point of view and demonstrate where gamification plays a role in the enterprise. More importantly, executives will discover how gamification can drive behavior and outcomes through both monetary and non-monetary incentives in enterprise class settings.
Technology Optimization and Innovation
An Enterprise Cloud Buyer’s Bill of Rights: SaaS Applications
The majority of enterprise software is now consumed via SaaS or cloud deployments. Despite a perception of simplicity in software acquisition, many cloud contracts require all the rigor and due diligence of contracts for on-premises licensed software.
Client–vendor relationships in the cloud are seemingly perpetual. When converting from an on-premises arrangement, it is imperative that these agreements provide a chance for a new slate. Thus, chief information officers (CIOs), chief marketing officers (CMOs), line-of-business (LOB) executives, procurement managers and other organizational leaders should ensure that the mistakes they made with on- premises licensed software aren’t blindly carried over.
The Enterprise Cloud Buyer’s Bill of Rights provides a tool for clients and vendors to change the tenor of contract negotiations from user subservience to an equal and collaborative long-term partnership.
Stopping the SAP Contract Negotiations Madness
Many organizations find that their foundational Enterprise Resource Planning (ERP) system now plays a critical role in business operations. Unfortunately, a high cost of ownership forces most leaders to optimize this commoditized enterprise software to free up funds for innovation. Owners of SAP have battled a high cost of ownership and the cost of over-purchasing licenses for quite some time.
As a a result, SAP customers must take charge of their contract negotiations strategy. Unfortunately, most organizations embark on the strategy in a vacuum without taking into account the larger software ownership lifecycle and alignment with overall business strategy. Constellation provides a seven step contract negotiations strategy guide that helps organizations optimize their opportunity for success.