Predictable, Sustainable Digital Transformation Success

CLEARPRISM brings to you the resources, information and tools you need to be successful in your digital transformation efforts—from vision to continuous improvement and value realization.

Digital Transformation Happens Now

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The Latest in Digital Transformation Thinking and Success

Gain valuable insights into how to turn digital disruption into predictable, sustainable success.
Check out our blogs below.

Exploring Blockchain for Your Business

Exploring Blockchain for Your Business

  As with other emerging, strategic technologies such as artificial intelligence, augmented/virtual reality and the Internet of Things, blockchain has significant potential to transform business models, processes, products and services. It’s estimated that 10...

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4 Practical Steps to Get Started with Artificial Intelligence

4 Practical Steps to Get Started with Artificial Intelligence

  With so many technologies and use cases, getting started with artificial intelligence (AI) initiatives and deployments can be a daunting task for business leaders. Here are 4 practical steps to help you get started on your AI journey: 1 – Know the AI landscape...

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Three Essential Steps for the Workforce of the Future

Three Essential Steps for the Workforce of the Future

  When we think about the workforce of the future, one of the first things that often comes to mind is the need for modern user experiences that give employees the same ease of use and convenience that we expect as consumers. This can help to increase...

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Steps to Ecosystems in Your Digital Strategy

Steps to Ecosystems in Your Digital Strategy

  4 Steps to Incorporate Business Ecosystems into your Digital Strategy At ClearPrism, platform business models and business ecosystems have been a key focus area of ours for several years now as we help clients undergo digital transformation and help them thrive...

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Workforce of the Future: Two Questions

Workforce of the Future: Two Questions

  There are few questions more critical for business executives to ask today than: How, how much and when will (different types of) technology impact my business, and what do we do about it? What will the resulting implications on my Workforce of the Future, and...

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The New 20% and Why It Matters

The New 20% and Why It Matters

  What made your business successful yesterday will not be what makes it successful tomorrow. The 20% of capabilities – whether people or process, software or skill-sets—that has driven the majority of your growth to date will be different from the new 20% that...

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Tackling Digital Disruption

Tackling Digital Disruption

  In the world of digital disruption, you’re either a disrupter or you’re being disrupted. Or perhaps your business is facing imminent disruption and you’re deciding how best to respond – either offensively, defensively or both. Unfortunately, due to the nature...

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4 Ingredients for Explosive Growth

4 Ingredients for Explosive Growth

  We have had the privilege of working with major clients around the world on some extra-ordinarily hard growth, challenges. From this there were to findings that profoundly changed their businesses—for the better: Each of these organizations came to the same...

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Growth in the Wrong Places?

Growth in the Wrong Places?

    As featured in CEOWorld Magazine The Red Queen is a character from Alice in Wonderland. Remember her? She’s the character who runs faster and faster but stays in the same (competitive) place. She’s an apt metaphor for many — or most — organizations who...

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Clearprism's Nick Evans & CIO|IDG Article: Look Ahead at the Cloud

As posted in CIO|IDG, July 10, 2018, ClearPrism’s Nicholas Evans participated in the conversation.

Members of IDG’s Influencer Network foresee an array of ‘as-a-Service’ solutions. Check out the original article at the link above.

Otherwise, check out the quote from our own Nicholas Evans excerpted below:

Get ready for an ‘as-a-Service” barrage

Nicholas Evans (@NicholasDEvans), founder of Thinkers360, and a contributor to ClearPrism, likewise foresees two major categories of sought-after offerings.

“The first can be described as Capability-as-a-Service,” he said. “Offerings such as Blockchain-as-a-Service and AI-as-a-Service will be in increasing demand so that enterprises can rapidly access and build on top of these services to speed time to market for their own industry-specific use cases and applications. The second will be industry-focused platform business models (i.e., industry clouds such as manufacturing clouds) so enterprises can access ready-made, ecosystem-centric, highly advanced apps and services and immediately put them to work in their business.”

Clearly, the future of cloud services is just getting started. For more information, go to ClearPrism transformation services.

The Paradox of Digitization: Two Gaps to Close

Ralph Welborn contributed and published an article on dealing with a pesky paradox that digital transformation introduces. Specifically, Ralph addresses two issues:

1. The Cognitive Gap
2. The Execution Gap

Learn how you can overcome these gaps and overcome the paradox of digital transformation.

Original article link here.

July 2, 2018

Top of Mind Digital Transformation Issues for the C-Level

Thinkers360 interviewed some of the leading innovators and thinkers around Digital Transformation. Dave Sanders, Clearprism is quoted alongside other industry luminaries.

Read Dave’s thoughts here.

June 20, 2018

Interview: Here is Why Your Business is in Danger of Disappearing

Our own Ralph Welborn is interviewed by the Central Valley Business Times. Listen to his interview for new insights and ideas for innovation and business sustainability.

The original link to the online interview is here.

June 20, 2018

Beyond Customer Centricity: 3 Generations of Customer Journey Mapping

Know your customer. Or so the story goes. Perhaps customer-centricity is understood.

Read Clearprism’s Ralph Welborn’s latest article for “Business to Community,” an online source for thought leadership. In this article, Ralph explores lessons from explosive growth companies to drive extraordinarily rapid growth.

June 19, 2018

The New 20%! Why it Matters to your Business

What made your business successful yesterday…. won’t make it successful tomorrow. Why? Markets, competitors and customers change their requirements, demands and value realization.

It’s known that 20% of a businesses capabilities drive 70% of growth opportunity. If this is the case, why would a business think that “yesterday’s” 20% will drive “tomorrow’s” 70% growth? They shouldn’t.

Ralph Welborn contributed and published an article on addressing the “New 20 Percent: What it Means and Why it Matters to Your Business.” In this article, you’ll discover two strategies for a new business landscape:

1. Recognizing that the past 20% may not be your new 20%
2. Identifying the new 20% for new opportunity

Learn how you can overcome these gaps and overcome the paradox of digital transformation.

Original article link here.

June 8, 2018

Move to the Right! How Your Business Ecosystem Can Power Explosive New Growth

by Ralph Welborn, co-author of “Topple: The End of the Firm-Based Strategy and the Rise of New Models for Explosive Growth

The past 40 years of corporate strategy have focused primarily on building firm-based competitive advantages to maintain or improve growth. But times and technologies change, as do customer expectations, and organizational responses need to reflect these changes. The things that made many organizations successful up to now no longer apply.

The new competitive landscape is shaped less by firm-specific strategies and more by new business models powered by ecosystem-centric strategies. Industries face a new reality where the economics, customers, technologies and sources of value have shifted from economies of scale to economies of ecosystem engagement. And, the blunt reality is that the explosive growth models of today and tomorrow are ecosystem-centric ones.

The most successful and explosive growth leaders, whether Amazon or Alibaba, Gilead or Google, Microsoft or Martin Marietta Materials, and Tencent or Tesla, all reflect this new competitive reality. These businesses created adaptive responses to changes in the types of value people care about — namely, solving problems or meeting specific needs fromcustomers’ perspectives, based on where they spend their time, energy and resources.

As Dan Wollenberg, former senior vice president at Chase Bank said, “People don’t want checking accounts, credit cards, bank accounts; they want financial security and the ability to purchase what they want and need, when they want and need to do so… We need to learn to shift our focus from how to improve our products and services to what it is customers want to do and how our products and services (and new ones) could help them do that.”

Every organization is now part of a broader business ecosystem that encompasses both related and unrelated industries. If you look at your competitive landscape through the lens of business ecosystems, you begin to discover previously unseen elements, connections and explosive growth opportunities, making visible what previously had been invisible.

Consider how to find your place in the new ecosystem-centric business environment through these strategies:

1. Take an outside-in perspective.

Rather than sticking to the traditional, “We are an X company,” an ecosystem perspective starts with, “The market needs we meet are Y,” independent of the products, services and underlying processes you provide. What is it that your customers want to do, and what are the ecosystems in which they spend their time, money and effort to do it? Decide, then, how you engage in those.

2. Reshape your questions.

Your questions shouldn’t start with, “Should we be part of a business ecosystem?” but with, “Which type of business ecosystem is right for our business?” and then, “How do we engage differently with our customers, stakeholders and markets?” Determine where value is being created — and destroyed — within your ecosystem, and the core capabilities you need to take advantage of them. (It will have little if anything to do with new products or services.)

3. Orchestrate capabilities to serve needs.

Competitive advantage has shifted from seeking market differentiation based on a specific product or service to orchestrating capabilities from a diverse set of actors. Uber and Airbnb are two wildly successful companies who reflect ecosystem-centric business models. Neither owns the capital assets that support their business: modes of transportation or lodging properties. The value of both lies in how they orchestrate different capabilities from the different actors within their ecosystems to address specific customer needs.

4. Find new foundations of value.

New sources of value stretch across traditional industry lines and require the design and execution of new methods that share risks and rewards across a wide range of organizations. Meeting these needs within a business ecosystem typically requires capabilities, products and services beyond what any one particular organization — or even industry — can bring to the table. Value can be derived from a diverse network of providers planting a flag on a specific set of customer needs.

Customers change, markets shift and technologies evolve. This reality changes what people expect and, consequently, where value is created and destroyed. It requires organizations to rethink where and how to play within business ecosystems.

Original article found here.

June 5, 2018

Interview with Ralph Welborn, Author of "Topple"

Jennifer Woods ( had the opportunity to interview Ralph Welborn, co-author with Sajan Pillai of Topple — The End of the Firm-Based Strategy and Rise of New Models for Explosive Growth. He shared why companies adhering to old business models are “toppling” from the Fortune 500 list, and what companies can do to capture new opportunities for growth (link to original article)

What has changed from the business landscape of the recent past?

New business models and the ever-faster accelerating pace of technologies have changed the landscape. They build upon each other. Let’s look at each of these in turn.

A business model is the way in which organizations orchestrate their capabilities to deliver value to their customers. Twenty percent of every company’s capabilities create approximately 70 percent of its value, with the remaining capabilities in support of that 20 percent. For example, an insurance company’s 20 percent focuses on pricing risk; for Tesla, it’s creating the most powerful battery for electric cars.

But what happens as technologies advance, regulations change and customer expectations shift and what worked before no longer does? The 20 percent of capabilities that made you successful before won’t be the same needed for tomorrow. An insurance executive realized this during a workshop and exclaimed, “What happens as we shift our focus from predicting risk to preventing accidents? We will have to have a new 20 percent of capabilities to make that shift.”

Many (most) companies are optimized for a competitive world that no longer exists. But don’t take my word for it. Look at these two pieces of data: First, since 2000, 52 percent of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist. This “topple” rate is accelerating across industries. Just ask yourself: Are you facing more and new types of competitors? For most, the answer is yes.

Second, only 8 percent of companies capture well over 50 percent of the economic profit within any industry. The far majority of firms struggle to break through the average growth rate of their industry — which means that more companies are competing for a smaller amount of economic profit.

So, what’s changed? First, technologies are driving a pace of change, making it more difficult for people to figure how to use the new technologies. Second, a new business model that takes a very different approach to orchestrating capabilities to deliver value — think Tesla and Tencent, Amazon and Alibaba — are capturing the majority of economic profit by taking advantage of the new ecosystem-centric business models.

A new competitive environment requires new strategic questions: “Where is value being created… and destroyed… within your ecosystem?” and “What are you going to do about it?” Once you ask these questions, you start to see your competitive landscape differently. You work through what is my ecosystem? Where is value being created and destroyed? By whom? What will be my new 20 percent? And how will I orchestrate our ecosystem to capture these shifts in value? These questions force you to look across industries and across value chains, which is critical. This is the new competitive environment in which we live.

How did some of today’s most successful businesses — Amazon, Google, Microsoft, Tesla and more — find explosive growth in this new competitive reality?

These high growth companies did three things: First, they planted a flag on a hard problem, one that reflected a broad point of friction or need. The friction or failure existed because the problem was (once) hard to tackle. But once addressed, it catalyzed extraordinary value. Second, they realized that they couldn’t do it alone; they needed to orchestrate their ecosystem to help both their partners and customers realize value. This is tricky since different stakeholders have different motivations. But it’s doable, as we’ve all seen. Third, they identified their “pivot points” of value, and orchestrated their ecosystem around those pivot points (or what we call their new 20 percent of capabilities).

How do organizations figure out the ecosystems in which their customers engage?

You internalize the lessons of today’s new growth models and extend them to what it is you want to do using three steps:

Step 1 is figuring out what problem you want to own and planting a flag on it. This takes an outside-in perspective of figuring out how your products and services help overcome a problem. It presents the opportunity to go after, independent of any product or service you offer. It forces you to work through what it would take to capture this value, and then — and only then — to lay on top of this insight your existing set of products or services.

Step 2 is determining the new 20 percent of capabilities needed to help you plant your flag on the problem. For Amazon Web Services it entailed building capabilities to allow anyone to quickly set up the infrastructure to support whatever business it wanted to run. For the insurance executive mentioned earlier, it involved moving away from the capabilities that made them successful before (around pricing risk) to new sets of real-time monitoring and analytic capabilities to prevent accidents.

Step 3 is orchestrating your ecosystem of partners and customers to help you execute. Explosive growth companies don’t — and can’t — go it alone. They wisely figure out what the core 20 percent of capabilities are that drive the majority of value for them and engage with their partners around their own core 20 percents. The resulting business model is more fluid than the typical “we control it all” mindset.

June 4, 2018

Clearprism Contributors Listed in DX Top 20 Global Thought Leaders

Thinkers360, a global thought leadership site, has ranked two of our contributors and partners as in the Top 20 Global Thought Leaders on Digital Transformation:

  • Ralph Welborn
  • Nicholas Evans

Check out the listing and see what Clearprism is doing to contribute to global digital transformation thought, solution and benefit by clicking here.

June 1, 2018

"Mastering Digital Business" Book Named to 2018 International Book Awards

Clearprism and Thinkers360 author, Nicholas D. Evans has been named on the 2018 International Book Awards for his groundbreaking book entitled “Mastering Digital Business: How Powerful Combinations of Disruptive Technologies are Enabling the Next Wave of Digital Transformation”. Congratulations, again, to Nick Evans.

Link to original award page announcement.


May 27, 2018

2017 AXIOM Book Awards Includes "Mastering Digital Business" Book

Clearprism and Thinkers360 author, Nicholas D. Evans has been named to the 2017 AXIOM Book Awards for his book entitled “Mastering Digital Business: How Powerful Combinations of Disruptive Technologies are Enabling the Next Wave of Digital Transformation”. Congratulations to Nick Evans!

Link to original award page announcement.


May 1, 2018

Practical Digital Transformation Advice and Direction

Our dowloadable white and position papers bring you practical information you can put to use today.

A simplified and effective ERP selection is possible.

Many ERP selection projects don’t start at the end. That is, companies expect a positive outcome from their selection process while repeatedly using the same process that has failed time and again.

Using an “old” process with new requirements and expectations is perilous. Instead, take a new approach and succeed!

Click the image above to download and discover the three key selection steps and how to execute them to reduce cost and time associated with ERP selection. It’s free.

Avoid common software licensing pitfalls.

Software licensing is critical to the success of any business transformation effort. Under- or over-investing is costly and time consuming.

Avoiding these seven pitfalls can increase project success and business contribution while lowering cost and time.

Click the image above to download and discover how to not fall into common software contracting issues. It’s free.

Connect the shop floor to ERP for business advantage.

The shop floor is perhaps the most important area for manufacturers. Integrating the entire business from the shop floor to the back office brings benefits that truly propel a business forward to new opportunity and benefit.

Today’s modern ERP systems have extended frameworks designed for integrating industrial machines—extending information, processes, workflows, transactions and reporting.

Click the image above to download and discover the six advantages of an integrated manufacturing environment. It’s free.

Digital transformation smart money guide.

The cloud has become the foundation for today’s business and digital transformation efforts due to cost savings, flexibility, pre-packaged options and long-term advantage to the business.

Unfortunately, there is a lot of misinformation that has contributed to project and platform failure, increased cost and time and a loss of business advantage due to poor choices.

Learn how to avoid these problems and make the best platform choice for your digital transformation efforts. Discover how to ensure that you keep and grow the business advantage you seek through cloud-based business transformation.

Click the image above to download and discover five evaluation starting points and five additional ideas that contribute to your next success. It’s free.


Move beyond ordinary digital transformation. Move to predictable, sustainable digital transformation success, even in the era of disruption.


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