The document discusses 10 common myths about digital transformations. Some of the key myths addressed include:
1) Digital transformations are often viewed as externally focused when they also require internal changes.
2) Many see it as a technology change when it is first a strategic and business model change requiring a balance of investments.
3) Speed is important but industrial companies cannot transform at the speed of startups or digital natives.
4) A digital transformation cannot save a business with a broken model and requires cash, resources, and fixing structural issues first.
The author recommends candid discussions to avoid these myths and get started by reinforcing core operations with digital tools while exploring innovations, with the key being careful design
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Support your digital transformation with a well-planned execution strategy. Here in this deck, senior consultants from the SAP Hybris Expert Services team go deep on two critical components: customer experience and operational processes. Gain insights from their first-hand experiences in supporting our customers' transformation journeys, see the lessons they've learned, and get their professional recommendations.
For more about SAP Hybris, please visit us at: https://hybris.com/en/products/expert-services
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
Digital Leadership Interview : Pablo Rodriguez, Director of Innovation at Tel...Capgemini
"I believe that opening up innovation, working
more with partners, and being agile enough to include everybody’s contribution represents a big shift in innovation in this digital age."
Support your digital transformation with a well-planned execution strategy. Here in this deck, senior consultants from the SAP Hybris Expert Services team go deep on two critical components: customer experience and operational processes. Gain insights from their first-hand experiences in supporting our customers' transformation journeys, see the lessons they've learned, and get their professional recommendations.
For more about SAP Hybris, please visit us at: https://hybris.com/en/products/expert-services
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
Digital Leadership Interview : Claus Von Riegen, VP and Head of BMI at SAPCapgemini
"Disrupt yourself before being disrupted by others. But to make this happen, you have to create a separate team with the explicit mandate to disrupt the business and make it a priority."
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
What industries have been digitally disrupted? What are being disrupted? What types of digital disruption are there? Where should you focus your digital disruption/transformation efforts?
With highly interactive online communities taking the world by storm at large, technology has made great strides in reshaping the world’s future. Here's a Point of View on how technology leaders within enterprises or vendors adapt and lead business change being caused by the Digital revolution
When you hear “digital” most people start to think about Google, Facebook or other technology companies. But now transforming into a digital company is the strategic objective for many companies across multiple sectors. We see digitisation as the driving strategy for many global business; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitising the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and smart phone apps, but back office processes, enhancing organisational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.
This conference will contextualise the evolution of IT, examining the changing role of technology within the business and the inherent implications for IT personnel. The event is geared for senior IT, business and finance leaders, providing a unique forum for knowledge exchange, discussion and high-level networking.
Core topics
• IT Evolution: the changing role of IT within the business
• Leadership: strategy, culture and collaboration
• XaaS: the shift from asset to service-based consumption
• ITAM: IT Asset Management and procurement
• Managed Services: vendor management and Service Level Agreements
• Governance: information security, GDPR and data protection
• DevOps: Agile process, faster delivery, greater collaboration
The wealth management industry has been facing a number of profound challenges after the financial crisis, making it difficult to serve the needs of HNWIs. A combination of structural and cyclical headwinds has put significant pressure on revenues, margins, and costs, leading to the emergence of trends aimed at augmenting revenues and controlling costs. This document lists the top 10 wealth management trends that are expected to impact the wealth management industry in 2016.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Making Demand Generation Work in the Technology IndustryLedger Bennett DGA
How well do you understand your tech buyers? When do you know they are ready to buy? More significantly where can you find them? Our guide to Making Demand Generation Work in the Technology Industry has been designed and customised significantly to answer the questions that are important to you. Discover the latest insights and analysis on the biggest issues impeding your revenue streams and identify the key players you need to know to get in on the action.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
4As The Chief Digital Officer: Driving Digital Strategy and InnovationDonnovan Andrews
The Chief Digital Officer: Driving Digital Strategy and Innovation
On June 30, join Donnovan Andrews, Chief Advisor of Digital Media and Innovation, 4As, as he explores the multifaceted role of the Chief Digital Officer––and how this expanding role will drive industry innovation and help transform your business.
On Friday 29th January, Jo gave a presentation on managing your Digital Transformation at Bryo, a network of young entrepreneurs.
Need help with your transformation? Contact us:
http://www.duvalunionconsulting.com/
Digital Transformation in Manufacturing - A Whitepaper by RapidValue SolutionsRapidValue
This whitepaper aims to answer some of the common questions around digital transformation specifically for the business leaders in the manufacturing industry. Because of the role that technology plays today in a organization's ability to evolve, business leaders must lead their organizations through this era of digital transformation.
In today’s business environment, digital transformation has turned into a necessity to cope with persistent business needs of customer acquisition and brand building. However, the prospect of revamping is an opportunity offered by Digitalization and successfully transformed businesses can become industry leaders to dominate the market.
Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
What industries have been digitally disrupted? What are being disrupted? What types of digital disruption are there? Where should you focus your digital disruption/transformation efforts?
With highly interactive online communities taking the world by storm at large, technology has made great strides in reshaping the world’s future. Here's a Point of View on how technology leaders within enterprises or vendors adapt and lead business change being caused by the Digital revolution
When you hear “digital” most people start to think about Google, Facebook or other technology companies. But now transforming into a digital company is the strategic objective for many companies across multiple sectors. We see digitisation as the driving strategy for many global business; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitising the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and smart phone apps, but back office processes, enhancing organisational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.
This conference will contextualise the evolution of IT, examining the changing role of technology within the business and the inherent implications for IT personnel. The event is geared for senior IT, business and finance leaders, providing a unique forum for knowledge exchange, discussion and high-level networking.
Core topics
• IT Evolution: the changing role of IT within the business
• Leadership: strategy, culture and collaboration
• XaaS: the shift from asset to service-based consumption
• ITAM: IT Asset Management and procurement
• Managed Services: vendor management and Service Level Agreements
• Governance: information security, GDPR and data protection
• DevOps: Agile process, faster delivery, greater collaboration
The wealth management industry has been facing a number of profound challenges after the financial crisis, making it difficult to serve the needs of HNWIs. A combination of structural and cyclical headwinds has put significant pressure on revenues, margins, and costs, leading to the emergence of trends aimed at augmenting revenues and controlling costs. This document lists the top 10 wealth management trends that are expected to impact the wealth management industry in 2016.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Making Demand Generation Work in the Technology IndustryLedger Bennett DGA
How well do you understand your tech buyers? When do you know they are ready to buy? More significantly where can you find them? Our guide to Making Demand Generation Work in the Technology Industry has been designed and customised significantly to answer the questions that are important to you. Discover the latest insights and analysis on the biggest issues impeding your revenue streams and identify the key players you need to know to get in on the action.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
4As The Chief Digital Officer: Driving Digital Strategy and InnovationDonnovan Andrews
The Chief Digital Officer: Driving Digital Strategy and Innovation
On June 30, join Donnovan Andrews, Chief Advisor of Digital Media and Innovation, 4As, as he explores the multifaceted role of the Chief Digital Officer––and how this expanding role will drive industry innovation and help transform your business.
On Friday 29th January, Jo gave a presentation on managing your Digital Transformation at Bryo, a network of young entrepreneurs.
Need help with your transformation? Contact us:
http://www.duvalunionconsulting.com/
Digital Transformation in Manufacturing - A Whitepaper by RapidValue SolutionsRapidValue
This whitepaper aims to answer some of the common questions around digital transformation specifically for the business leaders in the manufacturing industry. Because of the role that technology plays today in a organization's ability to evolve, business leaders must lead their organizations through this era of digital transformation.
In today’s business environment, digital transformation has turned into a necessity to cope with persistent business needs of customer acquisition and brand building. However, the prospect of revamping is an opportunity offered by Digitalization and successfully transformed businesses can become industry leaders to dominate the market.
Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
To survive and thrive in the age of the customer,
businesses must become digital. While many
firms believe they have a digital strategy, few
are thinking about truly digitizing their business
strategy. Yet the pioneers of the digital revolution,
be they B2B or B2C firms, are driving increased
revenues through a superior digital customer
experience and are increasing efficiency and agility
through digital operational excellence. This report
outlines the driving forces behind digital business.
This is an update of a previously published report;
Forrester reviews and updates it periodically for
continued relevance and accuracy. We revised
this edition to factor in new ideas and data.
Top 10 Digital Transformation Trends for 2017Daniel Newman
Digital transformation reshapes every aspect of a business. As digital technology continues to evolve, I believe that successful digital transformation will require careful collaboration, thoughtful planning, and the inclusion of every department.
During recent years, we’ve seen shifts in how traditional leadership roles operate, as silos break down and the scopes of various roles widen and change. Digital transformation has morphed from a trend to a central component of modern business strategy.
Gartner Symposium 2014 - Executive Summary Report Paul Woudstra
The world’s most important gathering of CIOs and senior IT executives, Gartner Symposium/ITxpo 2014 in Barcelona, Spain, had unprecedented demand this year and was one of most talked about and exciting conferences in its history. This conference is committed to guiding attendees on a
journey toward achieving success in the digital world.
This Executive Summary Report focuses on event highlights and t he three major crosscutting
themes that helped shape the Gartner Symposium/ITxpo 2014 CIO Program agenda. Together, they offered attendees a clear path to digital empowerment and new ideas to help them lead and grow within their organizations.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
The world is moving aggressively towards being digital. This makes is important for you to adopt effective Digital Transformation.
Learn more:- https://bit.ly/3dwViEI.
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
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.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Nine Business & Technology Trends impacting 2018 and beyond.Dileep Srinivasan
This presentation discusses the global business and technology trends that will shape the coming decade. With AI, Robotics and Blockchain penetrating every industry, there will be far reaching implications to countries worldwide.
We could also see new leaders worldwide in the next decade, shifting the balance of power from developed countries to others.
Is your organization struggling to navigate the Digital Transformation jungle? We've tapped into the minds of top IT and tech experts to get you the insights you'll need to find your way out of the wilderness!
What is Digital Transformation | Digital Transformation Myths and Trends 2018hakuna matata solutions
If you want to lead your organization through digital transformation, the first step is understanding the realities of digital transformation. In this SlideShare we use excerpts from a few, prestigious industry reports/white papers to dispel a few myths.
Debunking Top Three Myths Holding Back Enterprise Digital Transformation.pdfEnterprise Insider
It’s time for companies to reconsider their long-held beliefs about the perils of digital transformation. In fact, these beliefs are quickly turning into myths that need to be debunked systematically.
Many organisations are struggling to implement and drive their digital transformations. Only about 30% of digital transformations efforts actually succeed. Mostly because going digital is a complex process with many internal and external pressures. Organisations need to understand what transformations entails, avoid the pitfalls and and carefully consider each facet of digital transformation. Only then can they turn ambition into achievement. In this playbook, we have identified the nine traits of companies that win at digital transformation. We will see what defined their success and how they achieved it. And we will discuss how we can help companies reach their digital transformations goals.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Opendatabay - Open Data Marketplace.pptxOpendatabay
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As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
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Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
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3. Leverage Advanced Analytics Strategically:
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1. TECHNOLOGY AND IIOT
Gold Rush or Fool’s Gold? 10 Digital Transformation Myths
Keep these misconceptions in mind as you explore the IIoT’s wide-
open spaces.
Stephan Liozu | Aug 14, 2019
2. Data is the new gold. The current digital revolution is a gold rush. Thousands
of firms are launching comprehensive and expensive digital transformations
with the hope of finding a significant gold vein. As in any gold rush, there will
be winners and losers. A tiny fraction of these organizations will show
successful and significant success from their digital transformations. Others
will learn from the process and still benefit internally from large-scale digital
investments. Right now, though, we are still in the midst of the rush, and
everything looks shiny indeed.
As in any gold rush, there are beautiful stories and anecdotes of companies
striking gold. For every one of these stories, there are dozens of failures and
false starts reinforced by a series of myths. I list a few a below that I have
found working and interacting with industrial peers.
Myth #1: A digital transformation is an externally focused
transformation. Digital transformations are focused on delivering digitally
driven innovation to customers and markets. That is true at least on paper
and in the strategy-building process. However, a digital transformation
cannot be successful without the right digital tools internally. That implies
that, for the sake of execution and value capture, an internal digital
transformation must also happen. This is a duality that is hard to grasp at the
executive level. It is much jazzier to invest in an IoT platform than to deploy
an internal sales enablement platform.
Myth #2: A digital transformation is a technology transformation.
This is the most prevalent myth in industrial markets. Most digital
transformations are led by engineering and technology folks who have very
little knowledge of marketing and business models. As a results, firms fall
into the 90/10 trap: 90% of investments, attention, and resources are in IT
and technology and 10% are going to marketing. This is deadly. A digital
transformation is first and foremost of strategic and business model
3. transformation. It needs to be led by strategy and marketing. In practical
terms, it means that your Chief Digital Officer must be a marketing expert.
Then, there needs to be a balance of investments: 50% in marketing and 50%
in technology.
Myth #3: You can execute a digital transformation at the same
speed you would deploy innovation in your legacy business. Speed
is the new currency of business. In the digital space, that speed is supersonic.
Nimble start-ups and digital natives go to market fast and take much more
risks than industrial natives. I often say that it takes 90 days for an
industrial native to get a workshop organized. It takes a start-up 90 days to
conduct a go-to-market sprint.
Myth #4: A digital transformation on top of a broken business
model or strategy is going to save the business. There are probably
good ways to turn around a business or a division in the event of a broken
business model or disrupted strategy. A digital transformation is not one of
them. It requires large investments and a significant portion of the
organization’s bandwidth. Without cash and resources, it is a lost cause and
it will distract the organization from fixing the structural issues in the core
business.
Myth #5: You can digitally transform without marketing maturity
and customer intimacy in the core business. Simply said, if you do not
have the right marketing and customer maturity in the core business, you
will not be successful in your digital transformation. Most industrial natives
lack deep customer intimacy and lag behind in digital marketing
investments. A lot of them still rely on channel partners to manage the
customer relationship. Without customer data, it is hard to develop digital
innovations. It is imperative to invest very quickly in the right marketing
tools and to gather the customer intelligence that is languishing in people,
4. laptops, static PowerPoint slide decks, and forgotten SharePoint sites. And
by the way, if your core business suffers from a deep gap between sales and
marketing, your digital transformation might be rocky.
Myth #6: I can package current digital pilot projects into a
transformation. A digital transformation is a comprehensive set of
transformational programs and investments carefully designed to support a
strategic agenda. It is not the packaging of a few connected products and
software into a digital umbrella. A digital project or two do not translate into
a deep digital transformation. I have visited dozens of web sites of industrial
firms, and I find this is often the case. Some industrial groups have also
acquired a few software companies and have called themselves “digital
champions.” Finally, there is a perception that opening a digital factory or an
incubator can be called a digital transformation. It is part of it, but not all of
it.
Myth #7: You can make money and produce industrial unicorns
overnight. Every industrial company wants to become the go-to platform
for their industrial ecosystem. They often underestimate the time it takes to
get to unicorn status. They may refer to Uber, Airbnb, and Amazon to
describe their aspirations, but forget to mention that these businesses have
been around for over 10 years and have lost significant sums of money to get
there. And they still lose significant sums today. In digital, competition is
fierce and a lot of the value chains have already been commoditized.
Executives cannot have the same EBIT and cash flow requirements in the
digital transformation that they apply to the core business. It is going to take
some exploration, experimentation, and losses along the way.
Myth #8: You can take people from your core business and turn
them into digital champions overnight. Naming divisional and
functional digital champions and digital product owners is a first step. The
5. next step is to invest heavily in upskilling and reskilling them as soon as
possible. That means that your digital academy or other digital learning
infrastructure needs to be in place before you start your digital
transformation, not two years into the transformation. People do not acquire
skills magically overnight. Reading a book and attending a conference is not
going to cut it. You need sustained action learning. By the way, the HR
strategy of plugging holes with available people and B-players is also a bad
idea. Digital transformations require the best of the best dedicated to their
journey.
Myth #9: If you are a product-driven company, you will have an
easy time becoming solutions-oriented in digital. If you have been a
product-centric industrial organization for decades, your organizational
mindset is that of a product company. You might have some service
departments embedded in your product divisions, but chances are they are
fragmented and not coordinated. A digital transformation requires a service
mindset. If you do not have that, you cannot hope to go from product
centricity to solution centricity in a couple of years. It is going to take a
decade. If your organization is already organized for services and complex
system delivery, then you have a greater chance of success. You need to crawl
before you can run. The sequence is from products to services to connected
services & products, and to product-as-a-service (PaaS). That transition
takes time.
Myth #10: You can scale your digital innovation and startups with
traditional legacy back-office. Do you think that your IT, finance, and
sales team are going to embrace your digital innovations and programs with
open arms? Think again. Someone needs to worry about the integration of all
these innovations and technologies in the core infrastructure and back office.
This is where lots of digital projects get stuck and killed altogether. Culture
does matter. Running a digital transformation as a shiny and trendy project
6. Source URL: https://www.industryweek.com/technology-and-iiot/gold-rush-or-fool-s-gold-10-digital-
transformation-myths
managed by young folks in jeans and flip-flops reinforces silo thinking,
generational cleavages, and turf wars. You think I am kidding? Try to
convince IT to integrate an open-source IoT digital platform into a highly
secured optimized IT network. Similarly try to get finance controllers to
change their KPIs for success for a SaaS opportunity that is going to be cash
flow negative for 5 years!
Most consulting and industry reports note that over 85% of firms have
started some type of digital transformation. The gold rush is a reality! Before
jumping on the bandwagon and committing significant investments to a
digital transformation, I strongly recommend candid C-suite discussions
around these 10 myths. Most of these potential issues can be avoided in the
design phase of the transformation even if you have already gotten started.
My recommendation is to get started by reinforcing the core and back office
with the right digital tools while exploring digital innovations in the market.
The key to success is in the design and road-mapping of your transformation.
Stephan M. Liozu , Ph.D. is chief value officer at Thales Group and founder
of Value Innoruption Advisors , a consulting boutique specializing in value-
based pricing, digital pricing, and industrial pricing. He is the author of
nine pricing books and is a frequent keynote speaker at industrial and
digital conferences.