In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
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/
Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
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/
Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
I developed this comprehensive strategy for doing business planning and long-term planning. It is based on some old and some new principles of strategy design which take a systems perspective to help organizations. It is not a cookie cutter approach to strategy and it is designed to help an organization both short and long term. Years of conducting strategic planning sessions with organizations and teaching strategic planning in college has taught me the need to integrate art and science in conducting strategy sessions. The best strategies are fluid and dynamic and able to respond to predictive and emergent opportunities. Good plans are a result of a good planning process. Plans must be adaptable and can never be cast in stone. If you want to talk to me further about how your organization can create more effective business strategies, please email me at persico.john@gmail.com or call me at 612-310-3803 or text me. The time spent with me might just be the best investment in your organization this coming year.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
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?
هذه المحاضرة تتحدث عن الذكاء الاصطناعي في إدارة المشاريع
Artificial Intelligence (AI) in Project Management
حيث قمت في بدايتها بطرح أهمية الذكاء الاصطناعي حاليا في كل مجالات العمل ورأي مدراء المؤسسات الكبرى في دوه في عالم الأعمال ورأي ال
PMI
في أهميته أيضا.
بعدها قمت بتوضيح العلاقة بين الذكاء الاصطناعي ومجال إدارة المشاريع ومن بصورة مبسطة أهم ست تقنيات تستخدم في الذكاء الاصطناعي حاليا.
انتقلت بعد ذلك إلى الآلية المستخدمة للاستفادة القصوى من الذكاء الاصطناعي وما يجب على المؤسسات فعله لحصد ثمار تقنيات الذكاء الاصطناعي وختمت المحاضرة بتوضيح نموذجين تطبيقيين لتقنيات الذكاء الاصطناعي في عالم الأعمال.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
I developed this comprehensive strategy for doing business planning and long-term planning. It is based on some old and some new principles of strategy design which take a systems perspective to help organizations. It is not a cookie cutter approach to strategy and it is designed to help an organization both short and long term. Years of conducting strategic planning sessions with organizations and teaching strategic planning in college has taught me the need to integrate art and science in conducting strategy sessions. The best strategies are fluid and dynamic and able to respond to predictive and emergent opportunities. Good plans are a result of a good planning process. Plans must be adaptable and can never be cast in stone. If you want to talk to me further about how your organization can create more effective business strategies, please email me at persico.john@gmail.com or call me at 612-310-3803 or text me. The time spent with me might just be the best investment in your organization this coming year.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.
In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
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?
هذه المحاضرة تتحدث عن الذكاء الاصطناعي في إدارة المشاريع
Artificial Intelligence (AI) in Project Management
حيث قمت في بدايتها بطرح أهمية الذكاء الاصطناعي حاليا في كل مجالات العمل ورأي مدراء المؤسسات الكبرى في دوه في عالم الأعمال ورأي ال
PMI
في أهميته أيضا.
بعدها قمت بتوضيح العلاقة بين الذكاء الاصطناعي ومجال إدارة المشاريع ومن بصورة مبسطة أهم ست تقنيات تستخدم في الذكاء الاصطناعي حاليا.
انتقلت بعد ذلك إلى الآلية المستخدمة للاستفادة القصوى من الذكاء الاصطناعي وما يجب على المؤسسات فعله لحصد ثمار تقنيات الذكاء الاصطناعي وختمت المحاضرة بتوضيح نموذجين تطبيقيين لتقنيات الذكاء الاصطناعي في عالم الأعمال.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
On the Road to Digital: Practical EncountersCognizant
Even with digital initiatives entering the mainstream, many business and IT leaders are still encountering headwinds. Here are the five most common challenges organizations face and potential workarounds that can help captains of industry more quickly and effectively digitally enhance their businesses.
Digital technologies are having a pervasive impact on businesses and yet many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Some insights from Capgemini on the importance, structure, and value of a #DigitalT vision.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.
Digital Enterprise Architecture: Four Elements Critical to Solution EnvisioningCognizant
For the digital enterprise, architecture of all varieties must evolve strategically in step with technological capabilities and business imperatives. Such a multidimensional approach includes automation, AI, analytics, big data management and digitization as a holistic phenomenon.
The power of Cloud - Driving business model innovationIBM Software India
Although businesses today are leveraging the power of Cloud to transform the way they function, they are yet to realize its potential when it comes to driving innovation in the organisation. When utilised effectively, Cloud capabilities offer numerous advantages to drive business innovation. Read through or download the study to find out more.
Paul Hermelin Capgemini Chairman and CEO at the Capgemini Infrastructure Summit last January highlighted the conflicting tensions within IT organizations, particularly in light of the fact that IT system limitations are among the top three most significant barriers to business digitization.
IT departments have a short window to become “ sexy” again in the eyes of their clients. To overcome challenges by shadow IT and the rapid pace of business change, CIOs must pull two triggers simultaneously—technological innovation and organizational transformation.
To overcome those challenges this paper illustrates:
- The need for IT organizations to accelerate their move to the Cloud to deliver value in the digital age
- Use cases where IT can act as a business partner for digital innovation
- Principles to shape your next IT delivery model
- Key success factors on how to get there
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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.
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
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
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.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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.
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
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
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.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
2. 2
Organizational Design is Key to Reaping the
Rewards from Technology Adoption
Figure 1: Labor Productivity in the Electrification Era Surged as Organizations Redesigned Operations
Source: Adapted from Erik Brynjolfsson and Andrew McAfee, “The Second Machine Age”, January 2014
In the late 19th century, the industrial
world’s factories underwent a massive
technology shift as electric power
replaced steam. However, at the outset,
electrification was not accompanied by
significant changes in operations. As a
result, it did not give productivity levels the
expected shot in the arm. In fact, it took
nearly three decades for productivity to
surge, when factories used electrification
to radically rethink their organizational
design (see Figure 1).
With electric motors, manufacturers
realized they could power smaller groups
of machines – and eventually individual
machines – rather than all machines at
once. These developments gave rise
to efficient layouts, such as assembly
lines, with Henry Ford famously reducing
the time to build a car from 12 hours to
2.5 hours in 19131
. Productivity surged
as a consequence of organizational
change, not just the emergence of a new
technology.
Fast forward from the age of electricity
in the 19th century to today’s digital
21st century, and we can see history
repeating itself. Today’s Henry Fords – the
General Electric. The aircraft engine
to industrial products conglomerate
understood the importance of large-scale
organizational change in the journey to
becoming a digital organization. Back
1915=100
40
60
80
100
120
140
160
180
1890 19301900 1910 1920
Productivity Surge CAGR of 2.5% over
15 years (1915 - 1930)
1913 - Ford’s Assembly
Line Begins Operation
CAGR of 1.16% over
25 years (1890 - 1915)
LaborProductivity
Year
digital masters – are harnessing digital
technologies to redesign their operations
and create truly digital organizations:
Starbucks. The company made
organization change its top priority as it
embarked on its digital transformation.
It carved out an internal, venture capital-
style incubator for digital technology
called Starbucks Digital Ventures.
The unit remained separate from the
company’s Marketing and IT groups,
but collaborated closely with both
to drive innovation in the company’s
digital strategy. Further, it brought key
Today’s Henry Fords
– the digital masters –
are harnessing digital
technologies to redesign
their operations and
create truly digital
organizations.
customer-facing initiatives under the
chief digital officer’s purview in an effort
to boost customer loyalty and growth.
As Starbucks chief digital officer Adam
Brotman says, “Before the CDO position
was created, my job was web, mobile
and social media. It wasn’t global digital
marketing, it wasn’t card, and it wasn’t
loyalty. Those were in three different
separate groups in the organization. We
realized those were all one thing and they
all work best together. If you listed the
vision for where we wanted to go with
digital, it was encompassing all those
things.”2
By bringing these fragmented
responsibilities together, Starbucks
strengthened its digital unit and set the
stage for its digital leadership. Today, 12
millionpeopleactivelyuseStarbucksapps,
conducting seven million transactions
a week. Starbucks’ loyalty program has
eight million active members, helping the
company become one of retail’s most
powerful mobile ecosystems3
.
3. 3
N=135; Percentages indicate share of firms whose respondents report “Better than most” or “An Industry Leader” performance relative to their competitors or industry
Source: Capgemini Consulting analysis
and automating processes. Its simplified
organizational structure will also eliminate
nearly 1 ,000 dual reporting lines.
in 2011, GE’s software efforts were
distributed across the firm. Software
talent, as well as products, were based
in silos, creating a fragmented landscape
and undermining its objectives. Moreover,
analytics capabilities were limited. As GE’s
chief digital officer, Bill Ruh, puts it, “Every
one of our products had a different
underpinning platform, architecture,
technology, and set of vendors. It was
taking us years to build the software,
and years to get it out the door. And
customers’ needs were changing too
rapidly to keep up.”4
In the years that
followed, Ruh and other senior leaders
identified and eradicated key inefficiencies
by consolidating and co-locating talent
and building standard, enterprise-wide
technology platforms. The company set
aside $1.5 billion for boosting analytics
capabilities5
, assembled 1200 software
engineers, and formed GE Digital –
which brings all of GE’s software and IT
capabilities under one organization– to
become the go-to-platform that powers
the Industrial Internet6
. Today, GE
monitors and analyzes 50 million data
elements from 10 million sensors on $1
trillion of managed assets daily7
. Using the
new platform, GE Aviation alone analyzed
340TB of data from 3.4 million flights on
25 airlines to improve asset performance
and minimize disruptions8
.
HSBC. The multinational banking and
financial services organization has been
under pressure to drive down its cost
base in order to stay competitive. It also
had to meet the growing industry-wide
need for automation. These pressures
forced HSBC towards a large-scale
transformation that had organizational
change at its heart9
. The transformation
will shift 70% of its operations staff to
offshore locations and plans to eliminate
750 legacy systems across different
organizational units. The ultimate aim
is to streamline IT and operations in
order to generate up to $5 billion in
cost savings and more than $1 billion
of investment in digital. Furthermore,
HSBC will significantly re-shape global
finance and risk functions to save up to
$700 million by re-engineering, simplifying
Digital Organizations All Firms
90%
70%
80%
41%
35% 34%
46%
35%
Customer Satisfaction Partnership Relationship
Strength
Innovativeness Profitability Growth
90%
80%
GE set aside $1.5 billion
for boosting analytics
capabilities, assembled
1200 software engineers,
and formed GE Digital
– which brings all of
GE’s software and IT
capabilities under one
organization.
Figure 2: Digital Organizations Outperform their Peers
4. 4
Digital Organizations Enjoy a
Competitive Edge
Our research shows that digital
organizations – firms that have redesigned
their organizations to adapt to digital
while investing significantly in technology
– reported that they outperformed
competitors on key performance
indicators, such as customer satisfaction
andinnovation(seeFigure2).Forexample,
90% of digital organizations believe they
achieve a class-leading performance in
customer satisfaction. This drops to 41%
across all respondents to the survey.
Digital organizations enjoy a competitive
edge and are better equipped to deal with
future disruption.
To understand more about the
capabilities and qualities of these digital
organizations, we launched an in-depth
research study, together with MIT Center
Digital organizations
– firms that have
redesigned their
organizations to
adapt to digital while
investing significantly
in technology – reported
that they outperformed
competitors on key
performance indicators.
for Digital Business, involving over 270
senior executives across 135 enterprises,
13 industries and 28 countries. In the
following sections, we consider the
key issues for organizations as they
navigate the transition towards digital
organizations. In this report, we provide:
ƒƒ The blueprint of the digital
organization and an assessment of
the importance of dexterity in today’s
fast-changing environment.
ƒƒ A guide to becoming a digital
organization: the mindset, practices,
talent, and data and tools required.
ƒƒ A self-assessment of your digital
organizationmaturity,to understand
where your organization sits on
the spectrum from beginner to
accomplished performer.
5. 5
In our previous years’ research into digital
transformation with the MIT Center for
Digital Business, we showed how highly
accomplished organizations are using
investments in digital technologies to
fundamentally transform their capabilities
in key areas, from improving the customer
experience to streamlining operations10
.
However, in today’s volatile and disrupted
world, capability leadership is not enough.
Organizations also need to be nimble and
flexible – dexterous – if they are to respond
to ever-changing technology advances,
emerging competitive disruptions, and
changing customer needs (see Figure 3).
Digital capability is how companies
achieve specific tactical objectives,
Source: Adapted from Soule, D., Puram, A., Westerman, G. and Bonnet, D. “Becoming a Digital Organization: The Journey to Digital Dexterity” (September, 2015),
Working Paper, available at http://ssrn.com/abstract=2697688.
Digital Capability is using digital technology
to improve customer experience, internal
operations or employee engagement.
Digital Dexterity is the ability to self-organize
to deliver new value from digital technologies
Blueprinting Your Digital Organizationa
such as providing services on a mobile
application or facilitating customer self-
service. A number of organizations have
developed digital capabilities to work in
new ways. For instance, over a third of
respondents (36%) say their organization
uses digital technologies to collaborate
across organizational boundaries and
31% say they use digital to standardize
operations.
Digital dexterity is the ability to rapidly
adapt to change: new technologies,
changing customer expectations, industry
shifts, or internally-driven resource
allocation. Dexterity allows an organization
to flex, as the COO of a leading services
company describes. “We are very fluid,”
he explains. “We tend to organize based
on the information and the challenges
that we face at hand. So, we […]
reorganize frequently. And sometimes
things are centralized, and sometimes
things are decentralized11
. Enterprises
with high levels of digital dexterity exhibit
considerable flexibility in terms of their
organization design, allowing enterprise
divisions to pivot in response to market
opportunities. They do so while working
closely with technology partners and
vendors to rapidly take advantage of new
business opportunities.
Dexterity:critical in a fast-changing world
For Tanya Cordrey, Chief Digital Officer at Guardian News & Media, complexity and competitive intensity have reached new levels. “The world
is getting more complicated,” she says. “We’re still wrestling with the enormous changes in the competitive landscape. Not only do we have
a thousand-and-one fantastic little start-ups nibbling at our feet, you also have the likes of Google, Facebook and Apple who have decided
to park tanks on the lawn of news. We have issues around new technologies and where news and content is delivered. We also have shifts
in user behavior. All of those are changing all of the time.”12
Figure 3: A Digital Organization Combines Digital Capability with Digital Dexterity
a
This section adapted from Soule, D., Puram, A., Westerman, G. and Bonnet, D. “Becoming a Digital Organization: The Journey to Digital Dexterity” (September, 2015),
Working Paper, available at http://ssrn.com/abstract=2697688.
6. 6
Digital Dexterity Offers Significant
Advantage
Digital capabilities drive business
results in key areas such as improving
the customer experience, boosting
employee engagement or enhancing
internal operations. However, digital
dexterity allows organizations to
seize opportunities – and respond to
disruptions and changes – much more
quickly than their traditional competitors.
Our research found that organizations
that are high on digital dexterity are more
responsive, better at finding talent, and
able to self-organize at speed. They also
enjoy significant advantages in identifying
and re-deploying expertise when it is
needed and are better at establishing
partnerships (see Figure 4).
Digital dexterity allows
organizations to seize
opportunities – and
respond to disruptions
and changes – much
more quickly than their
traditional competitors.
Source: Capgemini Consulting analysis
Firms with the Highest Level of Digital Dexterity All Firms
73%
80%
67%
13%
17%
10%
8%
15%
It is easy to establish
partnerships
It is easy to detect
emerging trends
It is easy to self-
organise quickly
It is easy to find
experts when
needed
It is easy to respond to
customers’ individual
needs and preferences
73%
40%
N=135; Percentages indicate share of organizations agreeing with each statement
But dexterous digital organizations like
these are few and far between. This
cadre of leading organizations exhibits
a digital-first mindset, has digitized
their operations at company-scale, and
holds significant experience and skills
in digital technologies. The workforce of
digital organizations is highly engaged,
collaborative and seamlessly uses
technology tools, operations and
customer data to deliver a superior
performance. However, our analysis
suggests that only 7% of companies
have made the full transition to this
level of sophistication. The majority of
organizations are in a phase of transition
- journeying towards becoming digital
organizations in four key stages (see
Figure 5).
Figure 4: Advanced Level of Digital Dexterity is a Key Advantage over Competition
7. 7
The majority of
organizations are in
a phase of transition
- journeying towards
becoming digital
organizations in four
key stages.
Stalling – These organizations are
grappling with the possibilities of digital
and are unclear on how to deliver results.
They are inflexible, without any significant
digital capability and unable to respond to
emerging trends and customer needs.
Initiating – These firms are mobilized to
start the transition. They invest in digital
expertise and initiate partnerships to
leverage digital opportunities. They start
developing digital capabilities in digitizing
operations, improving communication
and collaboration, and controlling brand
image.
Engaging – Here, enterprise transition
is underway. Firms have various digital
capabilities in personalizing customer
experience, simplifying routine tasks and
enabling collaboration across the firm.
They are able to detect emerging trends
and respond to changing customer
needs.
Self-Reinforcing – At this stage of
evolution, firms become highly flexible
digital organizations. They are able to
rapidly re-organize or self-organize to take
advantage of new digital opportunities.
They have developed advanced digital
capabilities in improving customer
Source: Capgemini Consulting analysis
DigitalCapability:Useoftechnology
Digital Dexterity: Ability to self-organize
Stalling
16%
Initiating
56%
Engaging
21%
Self-Reinforcing
7%
experience, operations efficiency and
workforce enablement.
Figure 5: How Firms are Progressing to Become Digital Organizations
8. 8
Every enterprise has the potential to
become a digital organization, but it
will require leadership, investment and
tenacity. Drawing on our research, our
experience in working with clients and
interviews with industry practitioners, we
have identified four dimensions that are
critical (see Figure 6).
ƒƒ Digital-First Mindset: seeking and
prioritizing digital solutions first and
foremost
ƒƒ DigitizedPractices:digitizingoperations
and encouraging collaborative ways of
working and learning
ƒƒ EmpoweredTalent: raisingthedigital
IQ of the organization, developing key
skills and increasing engagement
ƒƒ DataAccess&CollaborationTools:
accessing data and collaboration
tools to drive innovation and share
intelligence across the organization
Digital-First Mindset
A digital-first mindset is a distinguishing
feature of a digital organization. It means
that the default position of the organization
is to employ a digital solution first. For
instance, how does the organization
connect with its customers? How does
it redesign its core processes using the
power of digital technologies? How does
the organization think of addressing any
new challenge using digital technologies
rather than traditional approaches?
In our research, 80% of digital organizations
said that they take advantage of digital
solutions wherever possible, as against
only 37% of all firms. Leading organizations
across the private and public sectors are
taking this approach:
ƒƒ At Pfizer, Kristen Peck, EVP
of Business Development and
Innovation, says: “Our approach is
‘think digital first.’ So when we’re
Becoming a Digital Organizationb
creating content and providing
information, we now ensure that it’s
accessible digitally.”13
ƒƒ The“DigitalbyDefault”programlaunched
by the UK government, which aims
to transition government services
to digital, incorporates a digital-first
mindset. Digital government is a top
priority for each department.
Source: Adapted from Soule, D., Puram, A., Westerman, G. and Bonnet, D. “Becoming a Digital Organization: The Journey to Digital Dexterity” (September, 2015), Working
Paper, available at http://ssrn.com/abstract=2697688.”
b
This section adapted from Soule, D., Puram, A., Westerman, G. and Bonnet, D. “Becoming a Digital Organization: The Journey to Digital Dexterity” (September, 2015),
Working Paper, available at http://ssrn.com/abstract=2697688.”
Automate what
can be
Employ
data-driven
decisions
Encourage
collaborative
learning
Digital-First
Mindset
Data
Access &
Collaboration
Tools
Digital
Organization
Automate what can be
Employ data-driven decisions
Encourage collaborative
learning
Digitized
Practices
Empowered
Talent
Increase use of real-time
customer and
operations data
Introduce collaboration
tools
Prioritize digital solutions
Openly explore digital
opportunities
•
•
Develop digital skills across the firm
Increase engagement within
and beyond the enterprise
•
•
•
•
•
•
•
80% of digital
organizations said that
they take advantage
of digital solutions
wherever possible, as
against only 37% of all
firms.
Figure 6: Four Key Dimensions that Form the Foundations of All Digital Organizations
9. 9
Three Steps to Building a Digital-First Mindset15
1. Communicate the benefits to build engagement
Explain the benefits and make digital transformation meaningful to key stakeholders. Traditional financial and
competitive rationales are important but not sufficient to engage employees’ hearts and minds. You need to articulate
how digital transformation will improve the way people do their jobs — making their work easier, better, faster, or
more fulfilling. You also need to adapt those messages for your different organizational communities. For example,
explain to your finance department how digital tools will increase the visibility and accuracy of financial reporting;
show your marketers how to get a more refined, data-rich view of their customer segmentation.
2. Walk the talk
By acting as a role model for the desired change and encouraging your colleagues to do so, you take the first
important step in earning the right to engage your employees. Coca-Cola faced huge challenges when it deployed
its internal social collaboration platform. Only when Coke’s executives became engaged on the platform did the
community become active. “With executive engagement, you don’t have to mandate activity.”16
3. Align reward structures to digital
The reward structures for sustaining digital transformation should not be just financial. Intangible incentives such as
status, reputation, recognition, expertise, and privileges are great managerial levers to drive employee motivation,
productivity, and ultimately reach your transformation goals. For example, Chilean mining company Codelco and
technology company EMC created internal innovation awards to promote new ideas, encourage workers to innovate,
and drive culture change.
ƒƒ Capital One’s CEO Richard Fairbank
has stated: “Digital is who we are
and how we do business. We need
to make digital how we do business
not only with our customers, but also
how we operate the company.”14
Today, more than 75% of Capital
One’s customer transactions happen
over digital channels.
Developing a digital-first mindset is
important in improving both digital
capability and digital dexterity. Leaders
with a digital-first mindset will invest
more in developing digital capabilities in
the customer experience, operational
efficiency and workforce enablement.
Since a digital-first mindset values
systematicexperimentationandcontinues
to keep a look out for new technologies,
digital dexterity is reinforced.
Digital is who we
are and how we do
business. We need to
make digital how we
do business not only
with our customers, but
also how we operate the
company.
– Richard Fairbank,
Capital One
10. 10
Digitized Practices
Digitizedoperations,data-drivendecision-
making and collaborative learning are
essential practices for organizations’
adaptability and long-term resilience. In
our survey, 80% of digital organizations
believed that their core operational
processes were automated and digitized.
Across all firms this drops to 32% (see
Figure 7).
ƒƒ Digitized operations: Lloyds
Banking Group invested in a 4-year
technology program that automated
and simplified its unique business
processes from 700 to just 2317
.
Lloyds cut the time it took its staff to
close old accounts from 30 minutes
to 3 minutes and for customers to
transfer money to Individual Savings
Accounts (ISAs) from a couple of
days to within 24 hours. This initiative
also allowed Lloyds to achieve
annual savings of £352 million17
.
ƒƒ Data-driven decisions: P&G is a
leader in the use of data and analytics
practices for decision-making. They
support real-time decision making
through “Decision Cockpits” that
provide a single source of truth for
data to all decision-makers across
geographies and business units.
This in turn has helped P&G speed
up decision-making and reduce time
to market19
.
Source: Capgemini Consulting analysis
N=135; Percentages indicate share of organizations agreeing with each statement
80%
32%
90%
30%
38%
100%
51%
Our transactions with
suppliers are digitized
We systematically gather
and analyze process
data to improve how
we work
We make decisions
based on data and
analytics
Our leaders encourage
collaborative problem
solving
Digital Organizations All Firms
Our core operational
processes are
automated and digitized
80% 80%
29%
Collaboration without
regard to function,
geography, or silo will
help firms build their
dexterity.
ƒƒ Collaborative learning: Sodexo, a
global provider of on-site services,
uses a social learning program that
promotes peer-to-peer learning and
has helped break down functional
silos within the organization20
.
Collaboration without regard to
function, geography, or silo will help
firms build their dexterity. NTT Data
developed a collaborative learning
tool to build leadership skills among
its employees. The game has
successfully increased the number
of employees taking up leadership
roles by 50% compared to traditional
training methods21
.
P&G supports real-time
decision making through
“Decision Cockpits”
that provide a single
source of truth for data
to all decision-makers
across geographies and
business units.
Figure 7: How Digital Organizations Advance Their Practices and Operations
11. 11
Collaborative learning also reinforces all
other practices, making it a critical quality
of a digital organization that embodies
dexterity. An EVP of a leading technology
design firm believes this means shifting
from a traditional view of organization
structure to something more dynamic.
“People have a natural way of working
across boundaries, interdependently,
Three Steps to Digitizing Your Practices22
1. Zero-Base Your Processes with Digital
Start by hitting refresh on your operational practices. Without being biased to current workflows, rethink your current practices
with a digital solution at the forefront. Encourage a systematic gathering and analyzing of data to not only drive decisions, but
identify improved ways of working – adapting your processes even further.
2. Encourage Adoption, Not Deployment of Tools
Implementations of tools that measure success in terms of live sites or licenses focus only on deployment, not adoption.
They miss the true value of their digital investments: collaboration among actively engaged users, smarter decision-making,
increased sharing of best practices and, over time, sustained behavior change. Encouraging employees to adopt digital tools
and technologies, and doing so visibly – through role modeling, gamification, rewards, or any other methods – can have a
significant impact on behaviors.
3. Institutionalize New Work Practices
Ensure new work practices become the default and adapt your management and people processes to institutionalize the
updated process. This should be a key opportunity for your HR or organization development functions to take a leadership role
in the transformation. Also, question your intuition—ensure that your most important managerial decisions are based on the
power of data and analytics. Fight against organization fragmentation and silo-based thinking. Encourage the transparency,
core process standardization, and operations efficiency that digital technologies provide.
which does not resemble a traditional
organization chart. We started to remove
business lines, and business groups, and
those vertical silos. Now, we have one of
the most fluid, dynamic organizations in
our company’s history.”23
Collaborative
learning, coupled with an engaged and
empowered workforce, offers significant
potential to accelerate a firm’s progress
along the path to digital dexterity.
Empowered Talent
In our survey, 70% of digital organizations
said that their enterprises have well-
established, well-distributed digital skills.
However, across all firms, this drops to just
14%. Digital organizations put a premium
on building widespread digital skills and
ensuring engagement for its people
within and beyond their organization’s
boundaries:
ƒƒ Intel added a Digital IQ training
program for all employees to
increase innovation, communication
and collaboration. Within two years,
more than 20,000 employees
completed the training24
. This sort
of commitment to learning can also
help an organization retain its key
talent and build an appreciation for
digital initiatives.
Engaging the workforce can often mean
changingthecultureandrewardstructures
of the organization. An executive in
charge of talent development emphasizes
the importance of engagement with
employees: “We’re trying to change our
culture because we’re trying to attract
a different kind of talent than we ever
needed before. The expectations of our
workforce are different. So, for example,
we’ve just added non-financial benefits
designed to help people feel that they
are involved in the spirit of the company,
engaged with the company.”26
70% of digital
organizations said
that their enterprises
have well-established,
well-distributed digital
skills. However, across
all firms, this drops to
just 14%.
12. 12
Source: Capgemini Consulting analysis
N=135; Percentages indicate share of organizations agreeing with each statement
Digital Organizations All Firms
100%
90%
40%
We have access to
Integrated Operational
performance
58%
70%
36%
We have access to
Integrated - End user
data
We have access to
Real-time Financials
data
80%
29%
We have access to
Real-time Customer
data
Providing access to
data can empower and
engage an organization’s
workforce.
Navigating the Journey to a Digital
Organization
As they embark on the journey to
becoming a digital organization,
companies need to prioritize activities
depending on their stage of evolution
(see Figure 9).
ƒƒ Enterprises in the Stalling Stage can
begin by digitizing their practices to
gain immediate cost advantages
offered by digital technologies, which
could help them showcase early
wins. Only 5% of enterprises in the
“Stalling” stage said their operational
processes were automated and
Data Access & Collaboration
Tools
Digital organizations exhibit data capability
levels that are far more advanced than
their peers (see Figure 8). They use data
to drive new levels of efficiency and
customer responsiveness. For example,
UPS’s ORION system uses prescriptive
analytics that integrates its operations
and customer data to optimize delivery
requirements and route alternatives,
prompting drivers – in real time – to the
shortest, safe route out of its 200,000
options. This system is expected to save
UPS more than $300 million per year
once fully implemented.27
Providing access to data can also
empower and engage an organization’s
workforce. At 7-Eleven Japan (SEJ),
store managers can adjust any order
they have placed in real time. Managers
can even adjust orders on a daily basis,
such as ordering more hot food on days
that are expected to be cold and rainy.
In a company where more than 50% of
products are new each year, SEJ values
local input, giving full reign to store
managers to experiment on what will
“Ambitious employees will want to remain innovative so create opportunities for them to work on new initiatives. If they can
develop new skills at your company, an offer to work elsewhere will be less appealing.”25
– CEO of Wayfair.com
sell the most in their store. Successful
experiments then turn into innovations
that SEJ shares across all of its stores.28
Figure 8: Access to Real-Time Customer and Integrated Operations Data for Digital Organizations
13. 13
tools. Compared to the Initiating
Stage, for example, 52% more will
usedigitaltechnologiestocollaborate
across boundaries and 46% more
will use technology to standardize
operations and reduce exceptions.
Increasing access to customer and
operations data and collaboration
tools will further increase the digital
capability of companies in this stage
of development.
ƒƒ Organizations in the Self-Reinforcing
Stage are digital organizations that
are exploring new opportunities
and addressing emerging design
possibilities for maintaining their
competitive advantage. Enterprises
in this stage understand that being
digital is an ongoing journey and use
their rare ability to self-organize and
reorganize to meet even the most
accelerated changes in their internal
and external environment.
An Organization’s Imperative
Many traditional brick and mortars
organizations have pushed forward their
digital agendas. They now have the
foundational capabilities that allow them
to engage in new ways with customers,
exploit big data and operate faster
and better. However, while they have
changed the way they do business, the
pace of business itself has not changed
for most. Digital businesses move faster
than traditional businesses and new
entrants, disruptive technology or fast
changing customer needs can quickly
expose expose companies’ inability to
adapt. To ensure they stay relevant in this
environment, organizations need to have
the agility to respond to disruption or even
disrupt their own core business. In today’s
uncertain, volatile and complex world, it is
digital dexterity that is of the essence in
an organization’s design. Dexterity means
your organization is truly rewired for the
digital age.
Source: Adapted from Soule, D., Puram, A., Westerman, G. and Bonnet, D. “Becoming a Digital Organization: The Journey to Digital Dexterity” (September, 2015),
Working Paper, available at http://ssrn.com/abstract=2697688.”
Stalling EngagingInitiating Self-Reinforcing
StrategiesDefinition
•
•
•
•
•
•
•
•
•
•
•
Enterprises are grappling
with digital possibilities,
unclear on what is
practical and how to
achieve results for their
organization.
Enterprises are
mobilized to start the
transition, but still
unclear on what is
realistic to achieve.
Enterprise transitions
are underway and
experience the largest
growth.
Digital organizations that
are able to rapidly
reorganize and
self-organize to take
advantage of digital
opportunities.
Digitize Practices as they
offer early benefits:
Zero-base practices and
services with digital
technologies
Encourage adoption, not
deployment of tools by
relying on digitized
information to inform
decisions
Institutionalize new work
practices, encourage
transparency and
standardization that come
with digital technologies
Emphasize the
importance of digital:
Reinforce the benefits of
digital to individual
constituents
Walk the talk by acting as a
role model at the
leadership level
Improve reward structures
to digital including
non-financial and intangible
benefits
Enhance characteristics
based on digital
capability initiatives:
Improve access to
customer data to improve
customer experience and
operations data for
operational efficiency
Improve collaborative tools
and engagement
opportunities for workforce
enablement
Use organizational
characteristics to explore
new possibilities:
Use an engaged workforce
and digital-first mindset to
highlight new technologies
for you
Use digitized practices to
quickly respond to customer
needs and identify trends
Use collaboration within and
beyond your enterprise to
quickly form partnerships
digitized, whereas 80% in the “Self-
Reinforcing” stage said they were.
Firms will benefit by zero-basing
practices with digital, focusing
on adoption, and collaborating
across the firm when digitizing their
operations.
ƒƒ 56% of firms were in the Initiating
Stage, where they are mobilized
to begin the transition. While
mobilized for action, they still lack
certainty about the advantages
and practicality of digital solutions.
These organizations will benefit from
reinforcing a digital-first mindset
- reminding employees about the
benefits, leading by example, and
aligning reward structures.
ƒƒ As organizations reach the Engaging
Stage, they have developed
momentum and experience across
most dimensions, e.g. mindset,
practices, talent, data access and
Figure 9: Strategies on an Organization’s Journey to become a Digital Organization
14. 14
How Digitally Mature is Your Organization?
This assessment can help you understand
where your organization stands on the
journey to becoming a digital organization.
The survey comprises 32 questions
to assess your organization’s position
across the four dimensions: a digital-first
mindset, digitized practices, empowered
talent, and data & tools capability.
How to use this assessment:
1. Assign a score between 1 and 6 for
your organization on each statement.
2. Calculate the score per characteristic
byaveragingthescoresforstatements
under that characteristic
3. Sum the average scores calculated
to arrive at the overall score for your
organization
To what extent do you agree
or disagree with the following
statements:
Strongly
Disagree
Disagree
Somewhat
Disagree
Somewhat
Agree
Agree
Strongly
Agree
Score
1 to 6
Average
Score per
Characteristic
Digital-First Mindset
We take advantage of digital
solutions wherever possible
1 2 3 4 5 6
People naturally think of digital
technologies when we consider
ways to improve
1 2 3 4 5 6
Practices: Digitized Operations
Our core operational processes
are automated and digitized
1 2 3 4 5 6
We monitor our operations in
real time
1 2 3 4 5 6
Our transactions with suppliers
are digitized
1 2 3 4 5 6
We standardize processes that
require human input
1 2 3 4 5 6
Practices: Data-Driven Decisions
We make decisions based on
data and analytics
1 2 3 4 5 6
We define clear expectations
and metrics for roles and
responsibilities
1 2 3 4 5 6
We systematically gather and
analyze process data to improve
how we work
1 2 3 4 5 6
Practices: Collaborative Learning
Our leaders encourage
collaborative problem solving
1 2 3 4 5 6
People collaborate seamlessly
across disciplines and specialties
1 2 3 4 5 6
Our leaders promote a culture of
experimentation and learning
1 2 3 4 5 6
Decision-making responsibility
is appropriately centralized or
decentralized
1 2 3 4 5 6
Our culture values information
transparency and openness
1 2 3 4 5 6
4. Compare the overall score with
the legend provided at the end
of the survey to understand your
organization’s digital maturity
5. To identify which characteristic
require most improvement,
undertake a relative comparison
between the average scores per
characteristic
Source: Assessment items adapted from research survey conducted by MIT Center for Digital Business and Capgemini Consulting
15. 15
Talent: Technology Experience
Our organization has
experience with mobile devices
and applications
1 2 3 4 5 6
Our organization has
experience with social media
tools and data
1 2 3 4 5 6
Our organization has
experience with big data and
advanced analytics
1 2 3 4 5 6
Our organization has
experience with artificial
intelligence and machine
learning
1 2 3 4 5 6
Our organization has
experience with the internet
of things
1 2 3 4 5 6
Talent: Digital Skills
Digital skills are widely
distributed across our
enterprise
1 2 3 4 5 6
Our enterprise has the skills
necessary to conduct digital
initiatives
1 2 3 4 5 6
Talent: High Engagement
Our workers are self-motivated 1 2 3 4 5 6
Our workforce is highly
competent
1 2 3 4 5 6
We have a strong
entrepreneurial instinct
1 2 3 4 5 6
Data Access and Collaboration Tools
We have communication,
feedback, and collaboration
tools that make it easy to be
productive
1 2 3 4 5 6
We can access flexible
computing power and storage
(e.g. through cloud services and
external assets)
1 2 3 4 5 6
Characterize the availability
of the following in your
enterprise:
Completely
Unavailable
Unavailable
Somewhat
Unavailable
Somewhat
Available
Available
Completely
Available
Score
1 to 6
Average
Score per
Characteristic
Data Access and Collaboration Tools: Real-Time Customer Data
Real-time Customer Data 1 2 3 4 5 6
Integrated End-User Data 1 2 3 4 5 6
Data Access and Collaboration Tools: Integrated Operations Data
Integrated Financial Data 1 2 3 4 5 6
Integrated Operational
Performance Data
1 2 3 4 5 6
Integrated Product/service
Performance Data
1 2 3 4 5 6
Integrated Supply-chain
Performance Data
1 2 3 4 5 6
Overall Score
Overall Score Legend:
10 - 22.5 : Stalling - Your organization is grappling with digital possibilities and unclear on what is practical and how to achieve results
22.5 - 35 : Initiating - Your organization is mobilized to start the transition, but still unclear on what is realistic to achieve
35 - 47.5 : Engaging - Your organization’s transition is underway and can experience the most growth in characteristics
47.5 - 60 : Self-Reinforcing - Your organization has become a digital organization able to rapidly reorganize and self-organize to take
advantage of digital opportunities
Source: Assessment items adapted from research survey conducted by MIT Center for Digital Business and Capgemini Consulting
16. 16
References
1 History.com, “Ford’s assembly line starts rolling”, Accessed November 2015
2 MIT Sloan Management Review, “How Starbucks Has Gone Digital”, April 2013
3 Starbucks Investor Presentation, “Digital Overview – Adam Brotman, chief digital officer”, December 2014
4 Harvard Business Review, “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business”, November
2014
5 Capgemini Consulting, “Going Digital: General Electric and its Digital Transformation”, May 2015
6 Forbes, “GE To Take On IBM In The Race For IOT Dominance”, September 2015
7 ge.com, “GE to Open Up Predix Industrial Internet Platform to All Users”, September 2015
8 ge.com, “A cloud purpose-built for industrial data and analytics: with Predix”, Accessed November 2015
9 HSBC Investor Update, “Actions to Capture Value from our Global Presence in a Changed World”, June 2015
10 MIT and Capgemini Consulting, “The Digital Advantage: How digital leaders outperform their peers in every industry”, 2013
11 Interview conducted in June 2014 for MIT Center for Digital Business/Capgemini Consulting research
12 Diginomica, “Digital doesn’t answer everything, says Guardian News & Media CDO”, October 2015
13 Capgemini Consulting, “An interview with Kristin Peck, EVP WW Business Development & Innovation, Pfizer and John Young,
President & General Manager Primary Care, Pfizer”, November 2012
14 Adapted from G. Westerman, D. Bonnet, and A. McAfee, “Leading Digital: Turning Technology into Business Transformation.”
(Boston: Harvard Business School Publishing, 2014)
15 G. Westerman, D. Bonnet, and A. McAfee, “Leading Digital: Turning Technology into Business Transformation.” (Boston:
Harvard Business School Publishing, 2014)
16 HBR, “Convincing Employees to Use New Technology”, September 2014
17 ComputerWeekly.com, “Lloyds customer complaints plummet after automating manual processes”, June 2013
18 Capgemini Consulting, “Backing up the Digital Front: Digitizing the Banking Back Office”, November 2013
19 Capgemini Consulting, “Cracking the Data Conundrum: How Successful Companies Make Big Data Operational”, January
2015
20 TechTarget.com, “Collaborative learning thrusts HR into vanguard of enterprise social trend”, October 2013
21 Adapted from G. Westerman, D. Bonnet, and A. McAfee, “Leading Digital: Turning Technology into Business Transformation.”
(Boston: Harvard Business School Publishing, 2014)
22 G. Westerman, D. Bonnet, and A. McAfee, “Leading Digital: Turning Technology into Business Transformation.” (Boston:
Harvard Business School Publishing, 2014)
23 Interview conducted for this research in November 2014
24 Harvard Business Review Blog, “Intel’s social media training”, February 2010
25 Fortune, “3 ways to prevent your employees from quiting”, May 2015
26 Interview conducted for this research in June 2014
27 Wall Street Journal, “At UPS, the Algorithm Is the Driver”, February 2015
28 G. Westerman, D. Bonnet, and A. McAfee, “Leading Digital: Turning Technology into Business Transformation.” (Boston:
Harvard Business School Publishing, 2014)
Research Methodology
Together with the MIT Center for Digital Business, we conducted a survey of 274 industry executives, representing
135 different enterprises across 28 countries. In addition to this survey, we jointly conducted in-depth interviews with
31 executives, representing enterprises from a range of industries. Digital Dexterity is measured from informants’
responses to key items from the survey relating to mindsets and behaviors. Digital Capability is measured
by averaging responses for survey items in three categories: Customer Experience, Operational Efficiency and
Workforce Enablement. The current report adapts findings from our original study [available at http://ssrn.com/
abstract=2697688] and adds new analysis conducted by Capgemini Consulting.