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  • The Digital Advantage - How Leaders Outperform Their Peers in Every Industry.

    Enviado por

    DIdier Bonnet
    452 visualizações13 páginas
    New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them. Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies. We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do. Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.

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    New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them. Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies. We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do. Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.

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    Sinalizar o conteúdo como inadequado
    452 visualizações13 páginas

    The Digital Advantage - How Leaders Outperform Their Peers in Every Industry.

    Enviado por

    DIdier Bonnet
    New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them. Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies. We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do. Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.

    Direitos autorais:

    Attribution Non-Commercial (BY-NC)
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    de 13

    THE DIGITAL

    ADVANTAGE
    HOW DIGITAL LEADERS OUTPERFORM THEIR PEERS IN EVERY INDUSTRY
    Transform to the power of digital

    What is digital maturity?

    Digital Intensity Technology-enabled initiatives in:


    Customer Experience Internal Operations

    Transformation Management Intensity Leadership capabilities including:


    Vision Governance Engagement IT-Business Relationships

    Copyright 2012 MIT CDB and Capgemini Consulting

    Four levels of digital maturity

    FASHIONISTAS
    Many advanced digital features (such as social, mobile) in silos No overarching vision Underdeveloped coordination

    DIGIRATI
    Strong overarching digital vision

    Good governance
    Many digital initiatives generating business value in measurable ways Strong digital culture

    Digital intensity

    Digital culture may exist in silos

    BEGINNERS
    Management skeptical of the business value of advanced digital technologies May be carrying out some experiments

    CONSERVATIVES
    Overarching digital vision exists, but may be underdeveloped Few advanced digital features, but traditional capabilities may be Strong governance across silos

    Immature digital culture

    Taking active steps to build digital skills and culture

    Transformation management intensity


    Copyright 2012 MIT CDB and Capgemini Consulting

    Mastering both dimensions is the key to achieve the digital advantage

    DIGITAL INTENSITY
    Social Media Digital Product Design Customized Manufacturing

    +
    2

    FIRM-LEVEL TRANSFORMATION

    TRANSFORMATION MANAGEMENT INTENSITY


    Digital Division: Nike Digital Sport Digital marketing Digital product innovation/design Digital commerce (e/m-commerce) Digital technologies (GPS, mobile, etc.) Customer analytics

    Copyright 2012 MIT CDB and Capgemini Consulting

    Digital maturity varies widely*

    FASHIONISTAS

    DIGIRATI

    BEGINNERS

    CONSERVATIVES
    * Digital maturity of 391 companies in our sample
    Copyright 2012 MIT CDB and Capgemini Consulting

    Digitally-mature companies have significantly better financial performance* Revenue generation, profitability and market valuation

    Revenue Generation Efficiency

    Profitability

    Market Valuation

    +6%

    +9%

    -11%

    +26%

    -12%

    +12%

    -4%

    -10%

    -24%

    +9%

    -7%

    +7%

    Basket of indicators: Revenue / Employee Fixed Asset Turnover

    Basket of indicators: EBIT Margin Net Profit Margin

    Basket of indicators: Tobins Q Ratio Price / book ratio

    * Average performance difference for firms in each quadrant versus the average performance of all large firms in the same industry for the 184 publicly-traded companies in our sample
    Copyright 2012 MIT CDB and Capgemini Consulting

    Some industries are more mature than others

    Telecoms Average industry maturity: Travel and hospitality

    High Technology Retail Banking

    Pharmaceuticals

    Consumer Packaged Goods Insurance Utilities

    Manufacturing

    Copyright 2012 MIT CDB and Capgemini Consulting

    but every industry already has digirati


    Percentage of firms in each industry by quadrant:

    Copyright 2012 MIT CDB and Capgemini Consulting

    Digirati have a common Digital DNA They invest in 100% of the Transformation Management elements
    Boeing believes that the future of the aviation industry lies in the digital airline. To succeed in the marketplace, airlines and their engineering and IT teams must take advantage of the increasing amount of data coming off airplanes, using advanced analytics and airplane technology to take operational efficiency to the next level.

    Transformative Vision Shared Vision

    Digital Tsar Digital Units Investment Committees

    Vision

    Governance

    Engagement

    Promoting Change Employee Participation Investing in Skills

    Chief Digital Officer at Starbucks

    Digital Service Unit

    IT/ Business
    Innovation challenges Digital Year

    Shared understanding between IT and business executives on role of IT


    The IT Team (...) now work hand in hand with the Creative Media team.

    Copyright 2012 MIT CDB and Capgemini Consulting

    Digirati have a common Digital DNA and they make strategic decisions on where to excel digitally
    BURBERRY
    In-store

    Focus Investments on Where they Choose to Excel Digitally

    Customer Experience

    Online

    Social media

    Mobile channel

    Unified Processes/ Integrated Data

    ASIAN PAINTS

    +
    Combine Digital Capabilities to Exploit Synergies

    Process Excellence

    Supply-chain Integration

    Centralized Ordering

    Customer experience New business models

    Unified Processes/ Integrated Data

    CAESARS ENTERTAINMENT
    Analytics capabilities Personalized Customer experience
    Unified Processes/ Integrated Data

    Online On-premise

    Copyright 2012 MIT CDB and Capgemini Consulting

    10

    How to drive digital transformation

    Sustain the Transformation


    Build Capabilities Align Incentives & Rewards Measure, Monitor & Iterate

    Frame the Digital Challenge


    Understand the Impact Assess Digital Maturity Develop Vision & Align Around It

    Sustain Frame Engage Focus


    Engage the Organization
    Signal the Change Mobilize at Scale Evolve Culture & Adapt Work Practices

    Focus Investments
    Build a Digital Roadmap Build Investment Case Set up Governance Model

    Copyright 2012 MIT CDB and Capgemini Consulting

    11

    DIGITAL MATURITY MATTERS IT MATTERS IN EVERY INDUSTRY ANY COMPANY CAN BUILD DIGITAL DNA
    TAKE ACTION NOW TO
    CREATE YOUR OWN DIGITAL ADVANTAGE

    Copyright 2012 MIT CDB and Capgemini Consulting

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