Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
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.
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
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.
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
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?
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
How digital technologies can change hospitals globally: https://www2.deloitte.com/us/en/pages/life-sciences-and-health-care/articles/global-digital-hospital-of-the-future.html?icid=target-homepage-promo-lshc-digital-hospital
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
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?
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
How digital technologies can change hospitals globally: https://www2.deloitte.com/us/en/pages/life-sciences-and-health-care/articles/global-digital-hospital-of-the-future.html?icid=target-homepage-promo-lshc-digital-hospital
Come porre al centro dei programmi formativi della propria organizzazione l’innovazione digitale?
36 poster multimediali in tre percorsi, per esplorare con un format innovativo le principali innovazioni in ambito eLearning praticate a livello nazionale ed internazionale.
CONTENUTI:
Obiettivi, contenuti e format dell'evento nazionale exploring eLearning, progettato per rispondere alle sfide di organizzazioni ed imprese: archiviare i tradizionali, ormai inadeguati, modelli di eLearning e focalizzare strategicamente i programmi sull'innovazione digitale.
Questi ed altri aspetti sono stati approfonditi nel webinar “exploring eLearning. Il primo evento nazionale sull’eLearning per aziende”. Collegandovi al seguente link, potrete visionare l’abstract video del seminario online:
http://youtu.be/wCivgB0BaGs
Esso fa parte di una serie di webinar gratuiti sulle metodologie eLearning ai quali ci si può iscrivere seguendo questo link: http://www.amicucciformazione.com/comunicazione/webinar2015/index.html
Marco Goran Romano porterà la sua esperienza e racconterà come nasce un’illustrazione editoriale e quali sono gli steps, i processi mentali, le richieste dei clienti e le sfide che un illustratore che lavora per l’editorial deve affrontare giorno per giorno. Lo speech di Creativity Day 2015 di Rovereto
The drivers of consumer value appear to have fundamentally changed, with far reaching implications for the food and beverage industry. This infographic examines these consumer-led disruptions and how they represent an opportunity, even an imperative, for manufacturers and retailers to reposition themselves with consumers and shoppers. http://www2.deloitte.com/us/en/pages/consumer-business/articles/us-food-industry-consumer-trends-report.html
While many businesses may welcome fewer government regulations, what’s often most important to them is simply to spend less time on reporting and compliance. A focus on improving the customer experience may offer a key to reducing friction costs in government-business interactions. https://dupress.deloitte.com/dup-us-en/industry/public-sector/relationship-between-government-and-business-customer-experience.html
Deloitte's 10th annual back-to-school survey reveals the latest trends likely to impact spending by parents of K-12 students.
https://www2.deloitte.com/us/en/pages/consumer-business/articles/back-to-school-survey.html
CIO insights and trends: Preparing for what's next
CIOs rarely have time to rest. There’s always something evolving – from technology innovation and new business practices to emerging security threats and cost pressures – any one of which can have a significant impact on information technology (IT) and the entire business. To help CIOs keep pace with the latest developments and trends, we offer a mix of innovative thinking and practical advice for CIOs – all designed to help you turn new developments in the IT landscape into more value for your business.
For more information, visit: http://www2.deloitte.com/us/en/pages/technology/articles/chief-information-officer-cio-insights.html?id=us:2sm:3ss:cioforum:awa:cliexp:041217
Deloitte's 5th annual back-to-college survey reveals the latest trends likely to impact spending by college students and their parents. https://www2.deloitte.com/us/en/pages/consumer-business/articles/back-to-college-survey.html
RxCX: Customer Experience as a prescription for improving government performanceDeloitte United States
What could happen if government viewed certain public sector challenges through the lens of customer experience? By changing the way people interact with a process rather than focusing solely on the process itself, agencies can broaden the range of available solutions. https://dupress.deloitte.com/dup-us-en/industry/public-sector/improving-customer-experience-government-performance.html
Modernizing compliance: Moving from value protection to value creationDeloitte United States
More than 580 professionals in compliance (21.4 percent), internal audit (35.6 percent), risk management (17.7 percent), C-suite roles outside of compliance (22.6 percent) and corporate board members (2.7 percent) participated in a Deloitte Dbriefs webcast, titled “Modernizing compliance: Moving from value protection to value creation,” on March 30, 2017. Poll respondents largely work in the financial services (45.7 percent) and consumer and industrial products (23.2 percent) industries. https://www2.deloitte.com/us/en/pages/dbriefs-webcasts/events/march/2017/dbriefs-modernizing-compliance-moving-from-value-protection-to-value-creation.html
Findings from the 2016 digital business global executive study and research r...Deloitte Digital
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge
#DigitalEvolution
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
Exploring major technology trends individually is no longer enough to stay ahead—organizations should explore how disruptive technologies can work symbiotically to drive purposeful, transformational change. https://deloi.tt/2FQuiUc
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
This year’s MIT Sloan Management Review and Deloitte global study of digital business found that digital transformation isn’t really about the technologies. Instead, it stems from how companies integrate them to transform their businesses and how they work.
Explore more findings from the 2015 digital business global executive study and research project: http://deloi.tt/2flnRZ8
Most businesses are trying to achieve digital transformation, but not everyone is going about it the right way. MuleSoft recently surveyed 800 global IT decision makers; 96 percent of respondents are executing on digital transformation initiatives or planning to do so in the near future. However, the results also showed that just 18 percent of IT decision makers are confident that they will succeed in meeting this year’s digital transformation goals.
In this presentation, you will learn:
-How IT can enable opportunities that impact the bottom line
-Steps to digitize data and transform the organization
-How CIOs and IT teams can reconcile existing technology with expectations for digital transformation
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
Digital Transformation ROI Survey From Wipro DigitalWipro Digital
“Digital transformation” has been a part of our lexicon for nearly six years. Yet, there’s hardly consensus on what it means. Maybe it’s time to recognize it served its purpose to galvanize business leaders around a needed change in their business to become more digital. But now, it may be holding CEOs back from fulfilling the potential of their digital agenda through a much wider and needed enterprise transformation.
Cloud pioneers used to enjoy a competitive edge, but that edge is fading as more businesses make the change. Winning now requires combining cloud-based tools and business challenges in innovative ways to drive operating efficiency, open new revenue streams, and evolve customer engagement models. In this session we will imagine the future. We will explore how to transform with Cloud to drive your future.
Hot technology trends for 2020 and beyond: A preview of Deloitte’s annual Tec...Deloitte United States
Get an early preview of Deloitte's 11th annual Tech Trends report, and subscribe to receive it as soon as it's published in early 2020: https://www2.deloitte.com/us/en/pages/technology/articles/technology-consulting-tech-trends-subscribe.html
Deloitte's 11th annual Tech Trends report, releasing early 2020, will build upon the nine macro technology forces that form the backbone of business strategy and transformation: experience, analytics, cloud, core modernization, risk, the business of technology, digital reality, cognitive, and blockchain. To prepare for 2020, we explore the latest technology advancements that companies are harnessing to help launch completely new products and business models in record time—from human-technology interaction and the pursuit of brand trust to elevation of systems architecture, IT and finance innovating at the speed of agile, and digital twin applications that bridge the digital and physical.
Leading the digital business revolution - webinar slidesAntony Mayfield
Slides from the Brilliant Noise webinar, Leading the Digital Business Revolution, with Martin Gill, VP & Principal Analyst at Forrester, Alun Williams, Digital Director at TUI Travel, and Antony Mayfield.
Digital Asset Risk and Regulatory Compliance Expectations for 2024Deloitte United States
Executives involved in managing digital assets like digital currencies, digital securities, and stablecoins expect digital asset risks to increase and the regulatory environment to become more complex in 2024, according to a recent Deloitte poll . Related investments at most organizations are expected to remain flat.
According to a recent Deloitte poll, 57.2% of legal, risk and compliance professionals say their organizations have or will have a strategy for Generative AI within the next year.
Over 215 private equity investors (PEIs) and in-house, corporate M&A professionals (corporates) were polled online during a Deloitte webcast titled “Turning diligence insights into actionable integration steps” on July 25, 2023.
Emerging Technologies in Transformations Drive the Need for Evolving Internal...Deloitte United States
C-suite and other executives see artificial intelligence (AI) – which includes generative AI and machine learning – as the emerging technology that poses both the top risk (44.7%) and the top opportunity (35.9%) for their organizations’ internal controls environments in the year ahead, according to a new Deloitte poll.
Almost Half of Executives Expect Supply Chain Security Challenges in Year AheadDeloitte United States
Of over 1,000 C-suite and other executives, almost half (44.9%) expect an increase in the number and size of cyber events targeting their organizations’ supply chains in the year ahead, according to a new Deloitte poll. The expected increase seems to indicate higher go-forward concerns, as just 33.8% of respondents say their organizations experienced one or more supply chain cybersecurity events during the past year.
Divestiture Trends: 2023 Could See More Sell-Offs, but Expect Lengthier and M...Deloitte United States
Against the backdrop of continued economic uncertainty, inflation and rising interest rates, nearly half (47.9%) of M&A professionals say they are likely to pursue a divestiture in the coming 12 months, according to a recent Deloitte poll. Among those contemplating divestitures, 40.4% of those polled say their organizations are likely to pursue 1-2 divestitures in the year ahead while 7.5% say their organization may pursue as many as 3-4.
Cash and Liquidity Management Confidence Levels Declining Among Executives, a...Deloitte United States
Despite high expectations of a recession in the next 18 months and declining confidence in cash and liquidity management, C-suite and other executives are turning to cost containment strategies and advanced technologies to ease concerns, according to a recent Deloitte poll.
Few are Confident in Their Organizations’ Ability to Report on ESG FinancialsDeloitte United States
Less than half of professionals (45.7%) say they are confident in the ability of their organizations’ financial reporting teams to gather and report on environmental, social and governance (ESG) financial metrics for regulatory compliance purposes, according to a recent Deloitte poll.
Deloitte Poll: Legacy Tech Poses a Challenge to Zero Trust AdoptionDeloitte United States
C-suite and other executives at organizations adopting Zero Trust say complexity and compatibility issues with legacy systems and environments pose the greatest challenge to adoption (44.6%), according to a new Deloitte poll. Yet, Zero Trust adoption efforts at polled executives’ organizations will be driven in the year ahead by an expected increase in cyber threats (30.1%) and the need to better manage third-party risks (25.1%).
Private equity investors (PEI) could be early leaders when it comes to environmental, social and governance (ESG) efforts in M&A, according to a new Deloitte poll. Based on the data, PEIs lead their corporate M&A counterparts by factors of two and three when it comes to the use of ESG clauses in deal contracts and routine ESG due diligence.
Almost Half of Executives Expect a Rise in Cyber Events Targeting Accounting ...Deloitte United States
Nearly half (48.8%) of C-suite and other executives expect the number and size of cyber events targeting their organizations’ accounting and financial data to increase in the year ahead according to a new Deloitte Center for Controllership poll. Yet just 20.3% of those polled say their organizations’ accounting and finance teams work closely and consistently with their peers in cybersecurity.
Could M&A Activity be a Springboard for Controllership Transformation?Deloitte United States
Over two-thirds of M&A professionals say their organizations’ deal work has led to pursuit of some form of finance transformation (68.4%), inclusive of digital transformation, process simplification and automation, according to a new Deloitte poll. While most respondents indicate that such M&A-inspired transformation takes place post-transaction (33.6%), others initiate it during a transaction (21.9%) or pre-deal (12.9%).
Putting intercompany accounting back in the spotlight: Controllership Perspec...Deloitte United States
In the year ahead, 40.6% of finance and accounting professionals say their organizations will increase the time and effort put into intercompany accounting (ICA) management, according to a new Deloitte poll.
Many C-suite Executives Say Their Organizations Want to Build Trust in Year A...Deloitte United States
In the next year, 61.3% of C-suite executives say that their organizations will work to improve trust levels with key stakeholders — including customers, employees, third parties and shareholders — yet few report having a C-suite-level leader in place to manage efforts (19%) and fewer still have a way to track stakeholder trust levels (13.8%), according to a new Deloitte poll.
Harvest Now, Decrypt Later Attacks Pose a Security Concern as Organizations C...Deloitte United States
Just over half of responding professionals at organizations considering quantum computing benefits believe that their organizations are at risk for “harvest now, decrypt later” (HNDL) cybersecurity attacks (50.2%), according to a new Deloitte poll.
2002’s Sarbanes-Oxley Act (SOX) led to the establishment of SOX 404 programs. Many, though, haven’t been updated since their inception, and don’t account for new developments in technology, business environment, and operating methods. What’s the first step in modernizing your SOX program? A SOX assessment can help you extract new value.
A new working relationship: Aligning organizations with the workforce of the ...Deloitte United States
According to a new poll from Deloitte’s Center for Controllership, public companies are facing significant challenges (more so than private companies) in the war for financial talent, including attrition caused by the Great Resignation which remains a top three issue.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Slide owner(s): Doug
Each year MIT Sloan Management Review and Deloitte Digital study the current challenges and opportunities associated with the use of digital technology. Our research is based on a large annual survey of more than 3,500 business executives, managers, and analysts from organizations around the world.
This year’s survey, conducted in the fall of 2016, captured insights from individuals in 117 countries and 29 industries, from organizations of various sizes. More than two-thirds of the respondents were from outside of the United States.
In addition to our survey results, we interviewed business executives from a number of industries and academia to understand the practical issues facing organizations today. Their insights contributed to a richer understanding of the data.
Slide owner(s): Doug
Deloitte and MIT Sloan Management Review have been studying the impact of digital and social business trends on management practices for six years.
Being able to study the digital marketplace year to year provides us with unique insights into how companies are evolving through digital technologies.
Slide owner(s): Doug
An important feature of our research is our focus on understanding the differences between those companies that are advancing digitally and those companies who appear to be struggling.
Slide owner(s): Doug
We view these differences within the frame of digital maturity.
Slide owner(s): Doug and Jerry
Our definition of digital maturity goes beyond technology itself. Digital maturity is about how a business adapts to a digital environment.
Adapting is not ad hoc incremental change but involves fundamental changes to what the business does and how it does it.
These are changes that take root at the core of the organization and involve new mindsets and new ways of operating and working.
Slide owner(s): Doug to transition to Jerry
The change we will be discussing today is significant.
85% consistent across maturity levels.
Story: Walmart.
Legendary dominant global retailer still like other retailers susceptible to the success of online giants like Amazon. Rather than sit tight or make incremental digital changes, WMT is transforming itself, systematically preparing to adapt consistently to ongoing digital change.
WMT:
Ties digital to the core of its strategy.
Its leaders understand the implications of digital technology and consider those implications more than five years out when setting their overall strategy.
Their talent organization is helping drive a shift in the organization’s mindset to embrace concepts such as design thinking and continuous learning.
Leaders like employees are learning new digital skills and will be measured in their ability to drive digital progress.
This is the kind of significant change required to become a digital organization rather than a company that’s simply implementing digital technologies.
Slide owner(s): Doug transition to Jerry
We ask respondents every year to rate the digital maturity of their organization on a 10 point scale.
This year, only about 25 percent of respondents rate their company as more digitally advanced, what we refer to as digitally maturing. A little more than 1/3 are still in the early stages of digital maturity.
Note that these results haven’t changed much since we’ve been tracking digital maturity over the past three years. In fact, the percentage of early stage companies has actually grown from about 25% to 34%.
It appears that many organizations are struggling to advance digitally.
Slide owner(s): Jerry
Those struggling are not doing so for lack of trying to implement technology. The problem is that these companies are not yet making the fundamental changes to their organization that we see more digitally advanced companies make.
These changes can be thought of within three areas.
Making digital core to the business
Creating an environment that is conducive to and enables digital maturity
Delivering the commitment and leadership required to make such extensive change to the organization
We’ll discuss these components in the coming slides.
Slide owner(s): Jerry
One of the biggest challenges we see companies in the early stages face is developing a clear and coherent digital strategy that is core to the overall business strategy. Early stage companies are more likely to look at digital business as an add on to their existing business model.
As our data here shows, when asked what the role of digital business is in their organization, respondents from early stage companies were more likely to say, “digital is mainly talk”. While respondents from developing companies note that digital supports some business objectives but is not core to the business. Those from digitally maturing organizations were far more likely to say that digital business is core to what they do as a business.
The importance of making digital core to the company’s strategy is a meaningful driver of success. 80% of respondents who said digital was core to their company’s strategy claim that their digital efforts are successful or very successful.
Another related point showing importance of strategy. Our data shows that when respondents were asked what their company needs to do differently, nearly 40 percent said fix their strategy and only 13 percent said get better at technology.
Slide owner(s): Jerry
Slide owner(s): Jerry
We found a number of executives are even avoiding using digital terminology when referring to the changes their organization needs to make in order to advance.
Freddie Mac: “It sounds like the catchy new phrase, and there are people who react poorly to that,” says Christine Halberstadt, vice president, servicer and client management, multifamily, at Freddie Mac. “People should speak in words that resonate. There is strong support on the part of our management team for digital transformation. But I don’t think they’d use that phrase.”
An executive at another organization went so far as to say his organization feels it has to “trick” its employees into embracing digital transformation by couching it in non-digital language.
Slide owner(s): Jerry
Different methods to scale. A key challenge to playing the long game is finding resources to move digital initiatives forward while tending to the existing business. Scaling successful initiatives can be accomplished in a number of different ways.
Focus on funding model innovation (Marriott). For example, many companies are finding investment capital through shrewdness and discipline. At Marriott International, for example, George Corbin, senior vice president of digital, says that some of the company’s most important innovations are its funding models.
Make investments self-financing (Marriott). “Finding ways that we can make a growth opportunity become self-financing is critical,” he says. “If I can do that, the digital opportunity can stand on its own two feet, and scale sustainably.”
Invest from cost savings (MetLife). To fund its digital forays, the company relies on operating profit. “Our CEO said that we needed to become a digital business but had to fund the investment out of expense reductions,” says Martin Lippert, executive vice president and head Global Technology & Operations. “We agreed early on that for every three dollars of expenses the company can save, two dollars will be reinvested in digital efforts. We have been using this process for three or four years, and we’re investing up to $300 million a year to modernize our foundation and leapfrog the industry with good returns.”
Slide owner(s): Jerry
Discuss polling question results …
You’ve probably heard the suggestions for companies to fail fast and learn, do more experimentation in order to drive toward digital maturity.
Our results this year indicate that companies are heeding the advice, but the early stage companies appear to be struggling to grow beyond the experimentation phase.
Slide owner: Jerry
Moving on now from our discussion about digital being at the core of the business, let’s discuss now how to create an environment that supports digital maturity, starting first with the ways in which companies can adapt their organizational structure to support digital growth. In particular, breaking down functional silos and focusing on cross-functional collaboration is considered crucial to success in digital environments.
Our data this year shows the extent to which more digitally advanced companies are taking this guidance.
We’ve observed in our research that digitally maturing companies are increasing their use of cross-functional teams to organize work and charging them with implementing digital business priorities. Likewise, these companies are far less likely to say that organizational structures are a barrier to successful digital business.
Slide owner: Jerry
We interviewed a number of companies this year who are making great strides increasing their use of cross-functional teams. And we’re not just talking about collaboration within the organization, but across the ecosystem as well.
Story (Cardinal Health – Fuse). Increasing ecosystem collaboration via digital innovation center.
In an interview with a large health care services organization, we learned of their efforts to enhance cross-functional teaming through their innovation lab. Cross-functional teams, include Cardinal Health engineers, creative designers, and scientists, work alongside pharmacy customers, health care providers, and other ecosystem participants. Customers and employees regularly propose ideas that are screened and tested using agile one-week sprints.
Continued support from Cardinal Health’s leaders helps ensure that Fuse initiatives are integrated successfully into the broader organization. “Senior leadership came with the idea of Fuse, supports it, and talks about it,” says Brent Stutz, senior vice president of Commercial Technologies and chief technology officer at Fuse by Cardinal Health. “Without that, I’m not sure we would have the buy-in or the engagement from the rest of the organization or even from our customers.”
Note, not mentioned in the report, but Stutz said that maintaining collaboration over time was more difficult than maintaining other aspects of the company culture.
Slide owner: Jerry
Digitally maturing organizations are far more confident than are others about having sufficient digital talent in their workforce. To develop and hold onto that talent, developing it needs to go far beyond training to creating an environment where employees are eager to continuously learn, gain digital experiences and grow.
Even the best companies have the talent they need.
Slide owner: Jerry
Maturing companies both develop their talent to succeed in a digital environment and effectively use the skills of their existing employees. Not surprisingly, they are more likely to say they have the talent they need to execute their digital business strategy.
When it comes to developing and learning new skills, an important shift is occurring toward continuous, experiential learning opportunities. Digitally maturing companies are creating environments in which people come and want to learn and grow.
Story – Professor Tambe at NYU speaking about learning / gaining experience / visibility on digital platforms.
To make work a place where people want to learn, Professor Tambe observes that many companies are encouraging employees to participate in platforms and communities where they can share ideas with and learn new skills from experts in other organizations. Instead of asking staff members to be secretive about their work, some businesses encourage them to be active on platforms such as GitHub, where they can collaborate on the development of cutting-edge technologies with experts in other organizations. This can help attract the types of workers who want to be able to learn about the newest technologies, and some of the skills and knowledge gained by working on these projects can directly benefit their employers.
Although working on open-source platforms allows other companies to experience an employee’s capabilities and poach them, environments that stimulate learning are more likely to retain talent.
Paradoxically, those companies still in the early stages of digital development were much more likely to say they lack sufficient talent to execute a digital strategy but, less than 20 percent say they are trying to develop or utilize the talent they have.
Developing and making use of your current talent is feasible and cost-effective.
Story - Unleashing Learning at Cigna
For example, Cigna, the global health care services company, is pursuing a significant talent development program by helping employees pursue relevant degrees and professional programs. These programs have ROIs ranging from 129% to 144%. Employees who participate in these programs are also up to eight times more likely than others to be promoted, given stretch assignments, and be retained.
Further, Cigna ties its development approach to its strategy. As part of the company’s strategic planning, it determines which skill sets will be most important. Cigna then offers employees three times the tuition reimbursement allowance for key strategic skills it has determined will be critical in the coming years.
Cigna’s efforts also go beyond traditional in-house training initiatives, including external degree programs as well as online collaboration platforms that stimulate and support ongoing learning.
Slide owner: Jerry
Paradoxically, those companies still in the early stages of digital development were much more likely to say they lack sufficient talent to execute a digital strategy but, less than 20 percent say they are trying to develop or utilize the talent they have.
Developing and making use of your current talent is feasible and cost-effective.
Story - Unleashing Learning at Cigna
For example, Cigna, the global health care services company, is pursuing a significant talent development program by helping employees pursue relevant degrees and professional programs. These programs have ROIs ranging from 129% to 144%. Employees who participate in these programs are also up to eight times more likely than others to be promoted, given stretch assignments, and be retained.
Further, Cigna ties its development approach to its strategy. As part of the company’s strategic planning, it determines which skill sets will be most important. Cigna then offers employees three times the tuition reimbursement allowance for key strategic skills it has determined will be critical in the coming years.
Cigna’s efforts also go beyond traditional in-house training initiatives, including external degree programs as well as online collaboration platforms that stimulate and support ongoing learning.
Slide owner: Jerry
As we’ve observed in past years and continue to this year, it is risky for a company to neglect developing its employees. Our research indicates that employees are more likely to leave their company if they do not have the opportunities to develop digital skills.
This year’s results further underscore the importance of providing growth and development opportunities across all levels of the organization including leadership levels. For example, vice president-level executives who don’t feel they have access to sufficient digital development opportunities are 15 times more likely to say they are planning to leave in one year or less than are executives who have those chances.
Needless to say, companies can’t afford to lose their leadership ranks at the same time that digital environments are becoming increasingly complex.
Slide owner(s): Jerry
We consistently see in our research year to year the relationship between an enabling digital culture and digital maturity. Digitally maturing companies consistently demonstrate a similar culture regardless of the industry or region they operate in. Traits like agility, having an experimentation mindset, encouraging collaboration, or being more risk tolerant all become more evident as a company digitally matures.
Slide owner(s): Jerry
We consistently see in our research year to year the relationship between an enabling digital culture and digital maturity. Digitally maturing companies consistently demonstrate a similar culture regardless of the industry or region they operate in. Traits like agility, having an experimentation mindset, encouraging collaboration, or being more risk tolerant all become more evident as a company digitally matures.
The effectiveness of digital culture is evident in our research. When we asked respondents what drives digital business in their company, those from early stage companies were more likely to say their leaders mandate digital. Respondents from developing stage companies were more likely to say their leaders expect employees to adopt digital. However, respondents from maturing companies resoundingly say that the company’s culture supports digital business.
Also, while cultivating a supportive culture drives maturity, maturity likewise reinforces the supporting culture. In our previous research, we found that digitally maturing companies were more likely than less digitally mature companies to take active steps to improve their digital culture further. These combined observations suggest the development of a virtuous circle where digital maturity spurs change by increasing adoption of digital business and vice versa.
Slide owner: Jerry
Comment on polling results.
Digital initiatives are two to three times as likely to be successful if there is sufficient commitment behind them. For example, 75% of respondents whose organizations commit sufficient time, energy and resources to digital endeavors say these efforts are successful. Only about one-third of those who don’t make that commitment report the same results.
More than 70% of organizations that provide their employees with the opportunity to thrive and whose leaders have sufficient vision to lead digital efforts say their initiatives are successful. On the part of organizations that don’t, fewer than 25% can make the same claim.
Digitally maturing businesses are also more likely to double down on their success to drive ever-greater results. Already experiencing the greatest progress with digital endeavors, these organizations are planning the most substantive increases in their digital investments: Approximately 75% of digitally maturing entities plan to increase the money and resources they put into digital business initiatives during the next 12 to 18 months. On the part of early-stage companies, the numbers drop to 49%. The gap between the digitally prepared and the rest of the pack threatens to become dangerously wide, leaving many companies decidedly unprepared to compete in rapidly changing digital environments.
Slide owner(s): Transition to Doug.
Summarize the three components and take a moment to reinforce messages by bringing back Walmart.
Walmart wasn’t born a digital company. It is forging its path toward digital maturity in a disciplined and systematic way. “We are constantly looking for ideas that can make a process better and faster,” says Brian Baker. “We have purposeful conversations — whether it’s with finance, HR, or in the stores — to find and do what will help us all reach our larger aspiration and ambition of becoming a digital enterprise.”
It starts with adopting a product mindset, or as Baker puts it, “realizing that with the People function, everything we do is built with the end user and a desired outcome in mind.” Walmart’s iterative process is built with one outcome in mind — creating a people-led, tech-empowered workforce, from the halls of the home office to the aisles of its stores.
As Walmart’s approach demonstrates, digital maturity doesn’t develop accidentally, nor is it the result of a quick fix. Rather, digital maturity is achieved through commitment, investment, and leadership. Digitally maturing companies set realistic priorities, put their proverbial money where their mouth is, and commit to the hard work of making digital maturity happen.