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CDO Role+of+CDO

The document outlines the role and importance of a Chief Digital Officer (CDO) in organizations, emphasizing the need for a balance between technology and business leadership. It discusses personal experiences of CDOs in different sectors, key steps for new CDOs, and factors influencing digitization profitability. Additionally, it presents an assessment model for evaluating the impact of digital initiatives on sales, operational expenses, and customer satisfaction.

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itechecho6
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19 views10 pages

CDO Role+of+CDO

The document outlines the role and importance of a Chief Digital Officer (CDO) in organizations, emphasizing the need for a balance between technology and business leadership. It discusses personal experiences of CDOs in different sectors, key steps for new CDOs, and factors influencing digitization profitability. Additionally, it presents an assessment model for evaluating the impact of digital initiatives on sales, operational expenses, and customer satisfaction.

Uploaded by

itechecho6
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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10 2023 C1

EXECUTIVE DIPLOMA OF
CHIEF DIGITAL OFFICER
Professor: Igor Dmitriev

SCIENTIA ET MTF INSTITUTE OF MANAGEMENT,


PRATIQUE TECHNOLOGY & FINANCE
1. INTRODUCTION

1. Role of CDO
2. Why role of CDO is important
3. Why at ideal company CDO is excess position,
but why there are no ideal companies

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 2
2. PERSONAL EXPERIENCE

1. CDO at Mortgage Bank


- start from B2C channel
- next B2B channel
- next bots
- next CRM
- next all automatization back-log
- next CDO + CPO and Head of Marketing = decision
making
2. CDO at Government Bank
- you need to understand goals and mission

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 3
3. CDO OR BUSINESS LEADER ROLE

1. Focus on tech or sales?


2. Focus on digital channel or digital sales and
digital marketing?
3. Direct reporting to CEO or to Head of Products
or Marketing?
4. Its better to have more or less authority?

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 4
4. FIRST STEPS AS CDO

1. Understand business models and mission


2. Understand PnL
3. Look to data
4. Ask clients and channel managers
5. Look to workarounds
6. Lean 6 Sigma is the must

Sources

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 5
5. DIGITISATION PROFITABILITY DRIVERS

GROWTH OF SALES OPEX DECREASE


Incremental effect (growth) from activities 1. Economy of scale
implementation + X years from moment of impact to fix OPEX
implementation (calculation based on lifelong
net profit of extra product sales) 2. Decrease of fix and
semi-fixed OPEX

3. Calculation of
GROWTH OF CROSS-SALE absolute (firing of
excess FTE) or relative
Growth of sales of additional products and values (saving of FTE
bundles to sales of the main product/service with growth of
+ X years from moment of implementation, productivity and
based on lifelong net profit from extra products business level)
sales

NPS / CSI / LOYALTY INCREASE RISKS DECREASE


Calculation through analysis of clients outflow, Absolute or relative (growth of sales with saving
sales level, cost of service and claims of current level of risks reserves or decreasing of
management. risks reserves at current level of business)

Sources

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 6
6. THE EXAMPLE OF ASSESSMENT MODEL (AT MORTGAGE)
Teams / Cost New Sales Opex dec- NPS Risks Cross-sale CS: Depo- CS: Perso- CS: Credit CS: Pre- CS: Current Net Result, Payback
Projects (FTE + of the main rease (mln., Increase dec-rease Increase sits and nal Loans, # Cards, # mium ac-counts + 1 Year, period,
Cash), mln., product per year) (mln., per (extra saving bundles, # and debit mln. years
per year (bln., per year) profit) accounts, # cards, #
year)

Team 1 10 10 -2 Cost of - 1 mln. $ = # of each 100 200 50 50 100 = net result Payback
(for example) mln. $ bln. $, mln. $ service, cost CS * avg from new Period =
of claims sales + costs
management net profit Initial
per year decrease investment
- 0,5
mln. $ / Cash flow
per year
Clients
outflow
(profit loss)
-1
mln. $

Total

Sources

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 7
7. ADDITIONAL FACTORS OF ANALYSIS

1. Tech stack of teams and ability to relocate


resources
2. Status of recruitment
3. Resource relocation through new hiring,
not firing
4. Share of in-house/outsource resources
and cost of delivery
5. Quality of a business cases and probability
of success (especially at cases of
sales/business growth)

Sources

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 8
8. NEXT STEPS

1. Ask your questions

Sources

MTF INSTITUTE OF MANAGEMENT,


TECHNOLOGY & FINANCE 9
SCIENTIA ET MTF INSTITUTE OF MANAGEMENT,
PRATIQUE TECHNOLOGY & FINANCE

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