n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
Powered by AI: Communications and Marketing in the Algorithm AgeMSL
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, UK and US. We partnered with our colleagues at sister agency Publicis.Sapient who are experts in counselling companies and brands on the AI revolution.
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
How CPGs Can Win in the New Age of the Digital Consumeraccenture
This document discusses how consumer packaged goods (CPG) companies need to transform to succeed in the new digital era. It outlines that CPGs must radically rethink their relationships with consumers and customers and move beyond legacy operating models. Specifically, it recommends that CPGs 1) create a unified brand strategy and two-way dialogue with consumers, 2) take a systematic approach to growing their digital consumer base, and 3) rethink their routes to market and customer engagement strategies. It also stresses the importance of switching to a holistic, flexible and digitally-enhanced operating model.
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
Digital Leadership Series : Shawn O'Neal Capgemini
Shawn O’Neal is VP of Global Marketing Data and Analytics at Unilever, part of the Consumer & Marketing Insights (CMI) team, and he leads the company’s Global People Data Program.
The ultimate objective of the program is to enable 1 billion relationships through digital data analysis and new ways of
connecting with people.
In his 12 years at Unilever, Shawn has worked across a range of roles in customer development
and consumer & marketing insights, with a particular focus on strategy, analysis, and the optimal use of information for
decision-making.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Digital Talent Gap: Are Companies Doing Enough?Capgemini
The challenge of the digital talent gap is no longer just an HR issue; it is an organization-wide phenomenon that affects all areas of the business.
We undertook a worldwide, cross-sector research program in collaboration with LinkedIn to analyze the demand and supply of digital talent. We surveyed over 1,200 people to gain the perspectives of both employees and leadership teams and we interviewed human resource and talent executives within organizations as well as digital and technology recruiters. In parallel, we worked with LinkedIn to understand demand and supply for specific digital skills and digital roles.
Powered by AI: Communications and Marketing in the Algorithm AgeMSL
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, UK and US. We partnered with our colleagues at sister agency Publicis.Sapient who are experts in counselling companies and brands on the AI revolution.
Traditional businesses are struggling to keep up in an increasingly digital world where customers expect fast and seamless interactions. Many industries are adopting digital technologies and processes to improve operations and drive new revenue. As a result, companies are looking to third-party software solutions to partner with their existing systems and gain new digital capabilities. BMC partnered with PSFK to create a playbook exploring industry trends, opportunities, and best practices for digital transformation. The playbook identifies four key opportunities including enabling rapid application innovation through cross-team collaboration and agile development processes.
How CPGs Can Win in the New Age of the Digital Consumeraccenture
This document discusses how consumer packaged goods (CPG) companies need to transform to succeed in the new digital era. It outlines that CPGs must radically rethink their relationships with consumers and customers and move beyond legacy operating models. Specifically, it recommends that CPGs 1) create a unified brand strategy and two-way dialogue with consumers, 2) take a systematic approach to growing their digital consumer base, and 3) rethink their routes to market and customer engagement strategies. It also stresses the importance of switching to a holistic, flexible and digitally-enhanced operating model.
Helping people to be ‘net better off’ with Accenture + WorkdayAccenture Technology
Discover how Accenture and Workday can help seamlessly evolve with your organization and position it as a driver of business growth. Read more: https://accntu.re/34wlYU0
Digital Leadership Series : Shawn O'Neal Capgemini
Shawn O’Neal is VP of Global Marketing Data and Analytics at Unilever, part of the Consumer & Marketing Insights (CMI) team, and he leads the company’s Global People Data Program.
The ultimate objective of the program is to enable 1 billion relationships through digital data analysis and new ways of
connecting with people.
In his 12 years at Unilever, Shawn has worked across a range of roles in customer development
and consumer & marketing insights, with a particular focus on strategy, analysis, and the optimal use of information for
decision-making.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Digital Talent Gap: Are Companies Doing Enough?Capgemini
The challenge of the digital talent gap is no longer just an HR issue; it is an organization-wide phenomenon that affects all areas of the business.
We undertook a worldwide, cross-sector research program in collaboration with LinkedIn to analyze the demand and supply of digital talent. We surveyed over 1,200 people to gain the perspectives of both employees and leadership teams and we interviewed human resource and talent executives within organizations as well as digital and technology recruiters. In parallel, we worked with LinkedIn to understand demand and supply for specific digital skills and digital roles.
Telstra: Securing a Bright Digital Future for One of Australia’s Most Iconic ...Capgemini
We explore Telstra’s 5 year Digital transformation journey which started in 2011 where 20% of their customer transactions were digital compared to 56% in H1 2016. Telstra’s broad focus on being a more digital rather than physical company aligned with massive investment in IT systems together with their long term organic transformation route is also explored giving a clear indication of strategic imperatives to achieve successful digital transformation.
Through interviewing Monty Hamilton, Director of Digital Operations, we look at some of Telstra’s key achievements including their launch of a crowd-sourced customer support model, startup accelerator and their Digital First Program to name a few.
Turning AI into Concrete Value: The Successful Implementers' ToolkitCapgemini
A Capgemini study of nearly 1,000 organizations implementing Artificial Intelligence highlights the growth opportunity of AI and counters fears that AI will cause massive job losses in the short term.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
The document summarizes research on the digital customer experience. Some key findings include:
1. Consumers are willing to spend more for a better digital experience, with 81% willing to increase spending and 9% willing to increase spending by over half.
2. Companies with higher "DCX Index" scores, which measure digital customer experience practices, see greater customer satisfaction, higher NPS, and increased spending. A one point increase in the Index correlates to a 0.6% increase in customer spending.
3. There is a large gap between how companies perceive their customer centricity and consumer perceptions. While 75% of companies believe they are customer centric, only 30% of consumers agree.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The document discusses a study on the views of 500 senior executives from US companies on how their businesses have been impacted by the COVID-19 pandemic. Some key findings include:
- Executives see accelerating digital initiatives and ensuring employee health and well-being as top priorities.
- Many companies were unprepared for the crisis and it exposed gaps in business continuity planning.
- Industries like manufacturing, retail, and education were hit hard with facility closures and shifting operations online.
- Going forward, companies are focusing on improving digital capabilities, supply chain resilience, and cybersecurity as they aim to emerge from the pandemic transformed in how they operate.
Digital Transformation Review 9: The Digital Strategy Imperative #DTR9Capgemini
In this edition of the Digital Transformation Review, we examine the approaches that organizations can take to crafting a strategy for a digital age, focusing on the following key questions: 1. How do you design a digital strategy in today’s uncertain and volatile world and understand how much reinvention of the organization is required? 2. Should your company become a
platform, or be a part of one? 3. What are the most successful approaches to executing digital strategy – acquisitions, partnerships, Greenfield?
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
The document discusses how the digitization of the Australian economy is continuing at a rapid pace. Key points include:
- Australians have widely embraced digital technologies like internet, social media, mobile apps, and e-commerce. Most businesses, including small and medium enterprises, now have an online presence.
- Infrastructure investments like the National Broadband Network and 4G networks are expected to further increase bandwidth and digital adoption among consumers and businesses.
- The digital economy is projected to grow at 7% annually. Significant additional digital penetration is anticipated in industries like financial services, telecommunications, retail, education, and transport/logistics.
- For businesses to succeed, corporate leaders must direct resources to enable the entrepreneur
Fjord Trends 2020: Emerging Trends in Business | Accentureaccenture
Accenture's Fjord Trends 2020 provides insight on business trends impacting business, tech & design to help brands thrive in a changing world. Read more.
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
Driven by the need to focus on new products and services, while countering increased competition from Internet players, operators are looking to ensure their IT systems are in sync with the need of the hour. Key factors driving this change include a renewed push from telcos to cut down on their time-to-market while cutting down on their costs. Telcos will have to bear in mind that a successful IT transformation is the result of the coming together of a variety of elements from the business and IT side of operations. In doing so, the first step is to identify and understand the building blocks of a business transformation. Thereon, a strong understanding of the key success factors of a transformation program completes the early steps towards creating a large-scale successful IT transformation.
Accenture Communications Industry 2021 - Connectivity Optimizeraccenture
The document discusses strategies for telecommunications companies to optimize connectivity operations called the "Connectivity Optimizer" play. It describes embracing technologies like AI, analytics, cloud, and digital tools to become more efficient and effective. This would transform operations to address cost pressures and create conditions for innovation. A deeper dive into the Connectivity Optimizer play and other value plays can be found at the listed website.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
This document discusses technology trends that will drive innovation in consumer goods and services companies over the next few years. It identifies three main trends: 1) The rise of human+ workers who use technologies like AI to enhance their skills and capabilities. 2) The emergence of "momentary markets" where consumers expect hyper-personalized, on-demand offerings. 3) The evolution of "markets of one" through technologies that give companies insights into individual consumer needs. To prepare for these changes, the document recommends that companies embrace new technologies like AI, blockchain and augmented reality, build human+ workforces, and partner through secure ecosystems.
Digital transformations require reinventing a company's core capabilities to find new sources of revenue. This involves rethinking the value proposition, people, processes, and technology that comprise a business. A proven approach involves four phases - Discover opportunities, Design new customer experiences, Deliver changes through partnerships, and De-risk the process. Most companies fail because they don't fully execute across all phases, underinvesting in capabilities or not driving change thoroughly. Radical reinvention is needed to remain competitive in the digital age.
A framework-for-digital-business-transformation-codex-1048Beta-Research.org
This document introduces a framework for digital business transformation. It discusses four key areas for organizations to focus on: digitizing the customer experience, products/services, organization processes/systems, and operations. The framework is based on common elements identified across several industries that have successfully undergone digital transformation. It emphasizes using digital tools and customer data to improve customer insights, engage customers across channels, customize products/services, and monitor product usage. Organizations can apply this staged framework to develop a digital vision and transition to new digital business models.
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
Part 2 - Digital Transformation: Secrets of the Successful C-suiteConnected Futures
1) The document is a transcript of a podcast conversation between Peter High and Ted Colbert, CIO of Boeing, discussing digital transformation at Boeing.
2) Colbert describes the challenges of aligning IT strategies across Boeing's diverse business units and driving functional excellence through initiatives like modernizing data centers.
3) He also discusses leveraging data and technology from one part of Boeing's business, such as the "flying data centers" created by planes, to benefit other parts of the company.
Digital transformation review no 1 capgemini consulting - digitaltransforma...Rick Bouter
The document discusses how digital transformation is impacting the beauty industry and L'Oreal's strategy. It highlights that digital is changing how consumers research and make purchases, with nearly half of sales now digitally influenced. L'Oreal sees digital as an opportunity to strengthen its brands, better support customers, increase sales through online channels, and power innovation through customer feedback. In response, L'Oreal's CEO named 2010 the "Digital Year" and the company is taking aggressive steps to capitalize on digital opportunities through its marketing, sales, research and other functions.
Telstra: Securing a Bright Digital Future for One of Australia’s Most Iconic ...Capgemini
We explore Telstra’s 5 year Digital transformation journey which started in 2011 where 20% of their customer transactions were digital compared to 56% in H1 2016. Telstra’s broad focus on being a more digital rather than physical company aligned with massive investment in IT systems together with their long term organic transformation route is also explored giving a clear indication of strategic imperatives to achieve successful digital transformation.
Through interviewing Monty Hamilton, Director of Digital Operations, we look at some of Telstra’s key achievements including their launch of a crowd-sourced customer support model, startup accelerator and their Digital First Program to name a few.
Turning AI into Concrete Value: The Successful Implementers' ToolkitCapgemini
A Capgemini study of nearly 1,000 organizations implementing Artificial Intelligence highlights the growth opportunity of AI and counters fears that AI will cause massive job losses in the short term.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
When Digital Disruption Strikes: How Can Incumbents Respond?Capgemini
Digital innovation is shaking the core of every industry and incumbents are struggling to respond. The emergence of startups such as Uber – which disrupt entire sectors with their agile, innovative business models – is worrying traditional incumbents. Venture funding to startups is at historic highs. In just one startup hotspot, Silicon Valley, venture capital investment in the first three quarters of 2014 was around $17 billion, a figure that is only surpassed by the peak of the dotcom era in 2000. In recent research by GE, two-thirds of respondents agreed that businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. What does a successful strategy for responding to disruption look like? How fast have companies responded to digital disruptions? To understand more about how traditional incumbents respond to digital disruption, we conducted research spanning 100+ companies.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
The document summarizes research on the digital customer experience. Some key findings include:
1. Consumers are willing to spend more for a better digital experience, with 81% willing to increase spending and 9% willing to increase spending by over half.
2. Companies with higher "DCX Index" scores, which measure digital customer experience practices, see greater customer satisfaction, higher NPS, and increased spending. A one point increase in the Index correlates to a 0.6% increase in customer spending.
3. There is a large gap between how companies perceive their customer centricity and consumer perceptions. While 75% of companies believe they are customer centric, only 30% of consumers agree.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The document discusses a study on the views of 500 senior executives from US companies on how their businesses have been impacted by the COVID-19 pandemic. Some key findings include:
- Executives see accelerating digital initiatives and ensuring employee health and well-being as top priorities.
- Many companies were unprepared for the crisis and it exposed gaps in business continuity planning.
- Industries like manufacturing, retail, and education were hit hard with facility closures and shifting operations online.
- Going forward, companies are focusing on improving digital capabilities, supply chain resilience, and cybersecurity as they aim to emerge from the pandemic transformed in how they operate.
Digital Transformation Review 9: The Digital Strategy Imperative #DTR9Capgemini
In this edition of the Digital Transformation Review, we examine the approaches that organizations can take to crafting a strategy for a digital age, focusing on the following key questions: 1. How do you design a digital strategy in today’s uncertain and volatile world and understand how much reinvention of the organization is required? 2. Should your company become a
platform, or be a part of one? 3. What are the most successful approaches to executing digital strategy – acquisitions, partnerships, Greenfield?
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
The document discusses how the digitization of the Australian economy is continuing at a rapid pace. Key points include:
- Australians have widely embraced digital technologies like internet, social media, mobile apps, and e-commerce. Most businesses, including small and medium enterprises, now have an online presence.
- Infrastructure investments like the National Broadband Network and 4G networks are expected to further increase bandwidth and digital adoption among consumers and businesses.
- The digital economy is projected to grow at 7% annually. Significant additional digital penetration is anticipated in industries like financial services, telecommunications, retail, education, and transport/logistics.
- For businesses to succeed, corporate leaders must direct resources to enable the entrepreneur
Fjord Trends 2020: Emerging Trends in Business | Accentureaccenture
Accenture's Fjord Trends 2020 provides insight on business trends impacting business, tech & design to help brands thrive in a changing world. Read more.
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
Driven by the need to focus on new products and services, while countering increased competition from Internet players, operators are looking to ensure their IT systems are in sync with the need of the hour. Key factors driving this change include a renewed push from telcos to cut down on their time-to-market while cutting down on their costs. Telcos will have to bear in mind that a successful IT transformation is the result of the coming together of a variety of elements from the business and IT side of operations. In doing so, the first step is to identify and understand the building blocks of a business transformation. Thereon, a strong understanding of the key success factors of a transformation program completes the early steps towards creating a large-scale successful IT transformation.
Accenture Communications Industry 2021 - Connectivity Optimizeraccenture
The document discusses strategies for telecommunications companies to optimize connectivity operations called the "Connectivity Optimizer" play. It describes embracing technologies like AI, analytics, cloud, and digital tools to become more efficient and effective. This would transform operations to address cost pressures and create conditions for innovation. A deeper dive into the Connectivity Optimizer play and other value plays can be found at the listed website.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
This document discusses technology trends that will drive innovation in consumer goods and services companies over the next few years. It identifies three main trends: 1) The rise of human+ workers who use technologies like AI to enhance their skills and capabilities. 2) The emergence of "momentary markets" where consumers expect hyper-personalized, on-demand offerings. 3) The evolution of "markets of one" through technologies that give companies insights into individual consumer needs. To prepare for these changes, the document recommends that companies embrace new technologies like AI, blockchain and augmented reality, build human+ workforces, and partner through secure ecosystems.
Digital transformations require reinventing a company's core capabilities to find new sources of revenue. This involves rethinking the value proposition, people, processes, and technology that comprise a business. A proven approach involves four phases - Discover opportunities, Design new customer experiences, Deliver changes through partnerships, and De-risk the process. Most companies fail because they don't fully execute across all phases, underinvesting in capabilities or not driving change thoroughly. Radical reinvention is needed to remain competitive in the digital age.
A framework-for-digital-business-transformation-codex-1048Beta-Research.org
This document introduces a framework for digital business transformation. It discusses four key areas for organizations to focus on: digitizing the customer experience, products/services, organization processes/systems, and operations. The framework is based on common elements identified across several industries that have successfully undergone digital transformation. It emphasizes using digital tools and customer data to improve customer insights, engage customers across channels, customize products/services, and monitor product usage. Organizations can apply this staged framework to develop a digital vision and transition to new digital business models.
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
Part 2 - Digital Transformation: Secrets of the Successful C-suiteConnected Futures
1) The document is a transcript of a podcast conversation between Peter High and Ted Colbert, CIO of Boeing, discussing digital transformation at Boeing.
2) Colbert describes the challenges of aligning IT strategies across Boeing's diverse business units and driving functional excellence through initiatives like modernizing data centers.
3) He also discusses leveraging data and technology from one part of Boeing's business, such as the "flying data centers" created by planes, to benefit other parts of the company.
Digital transformation review no 1 capgemini consulting - digitaltransforma...Rick Bouter
The document discusses how digital transformation is impacting the beauty industry and L'Oreal's strategy. It highlights that digital is changing how consumers research and make purchases, with nearly half of sales now digitally influenced. L'Oreal sees digital as an opportunity to strengthen its brands, better support customers, increase sales through online channels, and power innovation through customer feedback. In response, L'Oreal's CEO named 2010 the "Digital Year" and the company is taking aggressive steps to capitalize on digital opportunities through its marketing, sales, research and other functions.
Digital health at DH: guidance, support and best practiceTim Lloyd
The document discusses digital health guidance and best practices at the UK Department of Health. It provides examples of their digital engagement tools including websites for conversations and crowdsourcing. It encourages listening to social media audiences and following civil service guidelines for online participation. Useful digital resources from the Department of Health and across the UK government are also listed.
Pharma companies are finding early success engaging with consumers on Facebook in three emerging trends: [1] Rallying around causes by building community and awareness for diseases, [2] Strengthening relationships by addressing consumer requests rather than deleting comments, and [3] Supporting healthcare professionals with pages dedicated to specific professions like nursing. While still early, some companies are showing the value of social media engagement through growing community pages and handling consumer interactions positively.
Israel has the well deserved name of startup nation. The question however is can it also become a scaleup powerhouse. The purpose of this report is exactly that subject: taking the pulse of the Israeli scaleup ecosystem.
With this report we want to provide a comprehensive review of investment in scaleups and high-growth technology companies in Israel. Our aim is to provide data-driven guidance, insights and inspiration to stakeholders in the Israeli scaleup ecosystem.
Digital Transformation with 2 Speed IT & Agile Scrumtoamitkumar
Amit Kumar and Amit Anand discuss digital transformation at an enterprise using a 2 speed IT approach. They describe challenges faced including resistance to change and outdated architectures. Their solution was to create an elite development team using agile practices, innovation-ready architecture, and DevOps. This allowed for weekly releases and one-click deployments. It improved conversion rates, reduced time to market, and increased productivity.
This document promotes the Subscribed event and provides 10 reasons to attend. It highlights keynotes from industry leaders, breakout sessions on popular topics delivered by experts, training and strategies to take away, networking opportunities, and a party. The event will provide insights on the subscription economy and opportunities to disrupt and innovate business models.
This document discusses several topics related to changes in healthcare driven by digital technology. It notes the disruption of banking by mobile technology. It discusses patients and technology, innovation in healthcare performance and quality, and disruptive technologies. It also discusses topics like crowdsourcing research, 3D printing of medications, ubiquitous connectivity, and the paradigm shift taking healthcare transformation to new levels driven by digital forces. The overall message is that digital technology is massively changing healthcare in ways that will take years to be fully realized.
Save money and consolidate data in one safe environment - Jisc Digital Festiv...Jisc
Making the right decision about how and where to manage your data is key to an organisation’s IT strategy. The new Jisc shared data centre has been procured to provide a cost effective environment to co-locate systems and services in one safe environment.
So whether you are supporting enterprise activities or high end research, the Jisc shared data centre can provide significant benefits to your organisation.
The Digital Maturity Matrix -A Methodology for Digital TransformationJoakim Jansson
Based on the brand new book LEADING DIGITAL TRANSFORMATION. Available on Amazon.
This methodology is made to help boards, CEOs and management teams take command in its digital transformation. To gain control without controlling.
Digital disruption is changing industries one by one and business need to transform to stay competitive. But with so many digital opportunities, limited resources and let's face it, often limited understanding how should the digital transformation be carried out?
That´s what the Digital Maturity Matrix is all about. What we have come up with is a step by step method on how to transform a company into a winner in a digital world. It is about doing the right things at the right time and to know when it is time to answer Why? Where? How? What? and When?
The methodology is developed in co-creation with some 40 people including both researchers, CEO's and specialists. It is used in businesses today with great success.
It aims at providing:
-An understanding of the width and depth of digital transformation
-Control - without controlling
-Clear recommendations
-Buy-in at all levels
-Increased ROI
Hope you like it! Please contact us if you'd like to know more.
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.
This document discusses using data science and digital technologies to better understand and influence human behavior change. It explores how collecting smartphone and user data can provide insights into behaviors like smoking cessation. Recommendation systems aim to tailor automated support to individuals, but challenges include a "cold start" period with little initial user data and ensuring interventions are grounded in behavioral theory rather than just predictive accuracy alone. Ongoing evaluation is also needed to test whether technologies truly enhance engagement and drive behavior change as intended.
Why is this book so important? One of the biggest lessons I have learned within the startup landscape is that even though pricing, together with the business model, remains by far the lever that most impacts revenue, the subject is a sensitive one.
Pricing is a strong — but often underused — tool available to capture a share of value created for customers
Pricing is one of the biggest challenges that startup face. The book is a practical toolkit that positively influences the pricing strategies of startups. It reveals insights in the different pricing methods and tactics used by successful companies.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
10 tech trends in healthcare are discussed including:
1. Smartphones have been widely adopted in clinical care and applications leverage smartphone hardware.
2. Wi-Fi adoption has increased with more connected devices on healthcare networks than wired ones.
3. Bring your own device (BYOD) policies are required to manage personal devices on hospital networks.
4. Government mandates have forced investment in IT and applications and have potential for big data analysis.
This document outlines a social media campaign by Obolon Ukraine to promote responsible drinking among students. The campaign aims to engage students and change attitudes by creating a comic book over 24 hours with input from experts and student leaders. Key elements include forming a PR team of students, livestreaming the comic creation, and advertising on Facebook. The comic would contain humor and approachable messaging on drinking norms. Initial metrics like applications and Facebook interactions exceeded goals, showing the campaign was an effective way to reach the youth audience.
El documento discute las ventajas y desventajas del creciente uso de Internet. Entre las ventajas se encuentran la comunicación más sencilla, el acceso a información de todo el mundo y software libre. Las desventajas incluyen el acceso a contenido inadecuado, la dependencia excesiva y distracciones para los estudiantes. El documento concluye que aunque Internet tiene aspectos positivos y negativos, es importante usarlo de manera equilibrada.
Este documento describe varias estrategias de marketing por correo electrónico que una pequeña empresa puede implementar. Estas incluyen enviar boletines informativos periódicos a clientes potenciales para generar interés y fidelidad, participar en listas de discusión relevantes para establecerse como expertos, y distribuir contenido como libros o cursos de capacitación por capítulos para mantener una relación continua con los clientes. El objetivo general de estas estrategias es promover la empresa y sus productos y servicios a través de comunicaciones periódicas y de
Digital transformation review no 3 dtr - capgemini consulting - digitaltran...Rick Bouter
The document discusses Pfizer's digital transformation efforts. Pfizer sees digital technology as fundamentally changing how it engages with customers, especially physicians and patients who increasingly access information online. Its priorities include building a digital hub to unite customer data and insights, collaborating more with external parties based on customer needs, and developing advanced analytics capabilities. Some of Pfizer's innovations highlighted include enabling virtual conversations between sales reps and healthcare providers, and providing webinars and emails with medical information. Physicians have generally preferred engaging with Pfizer through these new digital channels. Pfizer also sees opportunities to use digital to enhance drug safety, such as through serialization to enable authentication of medicines. A key challenge has been accelerating the learning of employees to fully
Health Net aims to become a great customer solutions company by understanding customers' needs and integrating services to solve their problems. The company conducted research finding customers want partners, not just products. This led Health Net to focus on targeting specific customer segments and providing seamless solutions through multiple coordinated services. The company's strategic plan involves improving basic customer service, defining its brand promise around solutions, ensuring competitive products, and boosting efficiency to support integrated customer solutions by 2009.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
The document discusses 20 marketing trends for 2022. Some of the key trends include:
1. Consumer values and expectations have shifted drastically due to the COVID pandemic, requiring brands to strategize and create new strategies to meet these changes.
2. Marketers must focus on building their first-party data strategies and personalizing experiences as third-party cookies are being phased out.
3. Research is becoming more democratized, with insights being generated through collaboration across organizations rather than isolated reports.
4. Testing and optimization are becoming ingrained in marketing organizations through increased investment in testing technology and dedicated teams.
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
The document discusses how advanced analytics are disrupting marketing by enabling more targeted and personalized strategies. It provides an introduction to an e-book compiling essays from data analytics experts in different fields and industries about how they are applying big data analytics. The essays are grouped into five sections covering topics like how analytics are changing businesses, new technology platforms, industry examples, research applications, and marketing strategies.
The 10 Best Revenue Cycle Management Solution Providers 2018insightscare
In a pursuit to acknowledge the revolution some of these companies are bringing to the existing revenue cycle segment in healthcare, we bring to you the special edition, titled “The 10 Best Revenue Cycle Management Solution Providers 2018”. It highlights the pioneers in this industry as well as their contribution to augment the existing workflow.
HealthXL Digital Health Success Stories Report Part OneMaeve Lyons
Circulation is a digital health company that coordinates non-emergency medical transportation (NEMT) for patients through partnerships with transportation companies like Uber and Lyft. By streamlining NEMT, Circulation has helped reduce no-show rates for medical appointments from 20-25% industry average to only 8% for partner hospitals. Circulation also saves those hospitals up to 70% on transportation costs and ensures 95% of patients arrive on time for their appointments. The company works with over 1000 health facilities across 44 US states.
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how the business operates and delivers value to customers. It requires organizations to continually challenge the status quo, experiment, and get comfortable with failure. The COVID-19 pandemic has increased the urgency for businesses to meet their digital transformation goals and forced many to speed up their transformation efforts. Some key aspects of digital transformation include improving customer experience, increasing operational agility, changing organizational culture and leadership, and integrating digital technologies across the business.
The document discusses a customer-obsessed model for digital transformation at banks. It proposes that banks focus on customer obsession across the organization by prioritizing customer needs, expectations, feedback and personalization. This requires changes to leadership, talent, collaboration, products, channels, insights and using data/technology to deliver great customer experiences. When digital transformation is approached through a customer-obsessed lens that considers the full customer journey and organizational culture, banks can better realize the benefits of digital transformation like increased customer satisfaction and growth.
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
The document discusses the emerging role of the chief data officer (CDO) in organizations. It summarizes that as data and analytics have become more important, having a single leader dedicated to developing an enterprise-wide data strategy is necessary to fully leverage data. The CDO can envision how to use data across the organization, activate real change by using data to impact the business, and transform the culture to be more data-driven. The document outlines barriers to establishing the CDO role but emphasizes the value they provide in making organizations more competitive through their data.
Digital Health Success Stories Report - Part 1Tom Parsons
Part 1 of HealthXL’s ‘Digital Health Success Stories’ report is now available and delves into some of the recent successes in healthcare technology and asks the experts what it all means.
10 Best Healthcare Solution Companies in 2022.pdfinsightscare
Michael Bauman is the CEO of LTC Ally, a company that provides revenue cycle management and financial services to long-term care facilities. He co-founded the company in 2006 with his partner Mark Josefovic to address inefficiencies in billing and financial operations through automation and process improvements. Under Bauman's leadership, LTC Ally has expanded its services and now focuses on innovation, performance and customer service while helping its clients navigate regulatory changes and financial challenges in the healthcare industry. Bauman credits the company's success to treating employees and customers well and providing services that improve clients' ability to focus on patient care.
Prescriptions for Healthcare's Digital CIOsCognizant
This document discusses the changing role of healthcare CIOs as the industry undergoes digital transformation. It finds that CIOs must take on new roles like chief integration officer to help their organizations adopt digital capabilities. The top driver for digital adoption is improving the patient experience. CIOs must partner closely with CMOs, as marketing owns the digital customer experience. However, CIOs have unique expertise in integrating legacy systems and data that is critical for digital initiatives. Overcoming barriers like limited budgets and legacy systems will require CIO leadership.
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
The 2016 State of Digital Transformation - Altimeter42medien
CX remains the top driver of digital transformation, but IT and marketing still influence technology investments (even without fully understanding customer behaviors and expectations).
Only half (54%) of survey respondents have completely mapped out the customer journey within the last year or are in the process of doing so.
A mere 20% of digital transformation leaders are studying the mobile customer journey and/or designing for real-time “micro moments” in addition to customer journey work.
"HIT Leader 3.0 Cornerstone: Setting Vision and Strategy in Dynamic Times"
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Rodney Dykehouse, FCHIME, CHCIO
CIO
Penn State Hershey Medical Center and College of Medicine
Similar to Digital Transformation Review Number 3 (20)
This document outlines 10 top trends in the healthcare industry for 2022 according to research by Capgemini. The trends include: 1) COVID-19 fast-tracking digital health and remote care delivery; 2) A focus on patient-centric, personalized care and shoppable healthcare experiences; 3) Adopting a whole-patient approach and understanding social determinants of health; 4) Using real-time healthcare data and IoMT to improve medical management; 5) Increased involvement of non-traditional players like BigTech firms; 6) Modernization efforts and cloud adoption in the industry; 7) Prioritizing pricing transparency and shoppable healthcare; 8) Increased focus on data privacy and security; 9) Margin pressures triggering
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
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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1. N° 03 novemBER 2012
Digital Transformation: making it happen
• Pfizer: Think Digital First by John Young and Kristin Peck • MIT talks governance by MIT and Capgemini
Consulting • The people factor by Capgemini Consulting • Big data, big results by Capgemini Consulting
• Companies to watch by Ateliers BNP Paribas • PRISA talks about digital leadership by Kamal Bherwani
• A revolution in healthcare by Dr Devi Shetty
2.
3. Summary
Editorial
Close-up
Special
Digital transformation:
Making it happen
by Capgemini Consulting’s
Editorial Board
Digital Transformation:
People make it real!
by Barbara Spitzer, Capgemini
Consulting
page 22
When medicine gets a digital lift
Interview with Dr Devi Shetty,
practicing heart specialist and Chair
of the Narayana Hrudayalaya group
in Bangalore, India
page 41
page 4
Key
figures
guest
pages 29
Vision
Strategy
Pfizer: Think Digital First
Interview with John Young,
President and General Manager
Primary Care and Kristin Peck, EVP
WW Business Development and
Innovation
page 6
Key
figures
Telescope
pages 13
MIT
and
Turning Big Data
into Competitive Advantage
by Scott Clarke, Capgemini
Consulting
page 30
Capgemini Consulting
Transforming a media player
for the digital age
by Kamal Bherwani, Chief Digital
Officer & Managing Director,
PRISA Group
page 36
Governance: A Central Component
of Successful Digital Transformation
by MIT and Capgemini Consulting
page 14
Capgemini Consulting’s
Editorial Board:
Pierre-Yves Cros, CEO
Didier Bonnet, Global Head of
Practices
Patrick Ferraris, Global Leader of
Technology Transformation
Tom Blacksell, Global Head of Market
Development
Ken Toombs, USA Regional Head
Jean-Marc Neimetz, Global Life
Sciences Leader
Jérôme Buvat, Head of Research
George Westerman, MIT Research
Scientist
Coordination Editor:
Claire Thiebaut
Design and Coordination:
Les Ateliers Corporate
Production and Printing:
Solution.com
Digital Transformation Review N°03 - 3
4. Editorial
Digital transformation:
Making it happen
By Capgemini Consulting’s Editorial Board
I
n the new digital economy, we are in
the midst of a third industrial revolution
comparable in scale and impact to the
introduction of electrification. Digital
technology has the potential to improve
corporate performance and reach radically,
leading to demonstrably better financial
performance. However, while the potential of
digital is clear, how to practically deliver on
a digital vision is less so. In this third Digital
Transformation Review, we aim to help
business leaders understand more about the
managerial and change challenge that they
are facing.
We look at how an organization defines its
digital vision, how to drive change through
effective governance and a people strategy,
and how to seize the opportunity offered by
big data. We also offer a fresh perspective
from pioneers across the globe, looking at an
Indian organization’s approach to innovation
in healthcare.
One company that has defined an ambitious
digital vision is Pfizer. We interview Kristin
Peck, executive VP of worldwide business
development and innovation, and John
Young, president and general manager of the
primary care business unit, who share the
opportunities they see in the digital space as
well as their journey in transforming their
organization to create more value for their
customers.
Governance is a major factor in a successful
digital transformation. Digital transformation
reinvents internal processes and business
models as well as the way corporate entities
interact with their customers and associates.
There are challenges, however. Business
cycles speed up and become more integrated,
new risks appear and firms increasingly need
cross-silo capabilities to achieve their digital
objectives. We present our latest research from
our partnership with the MIT Center for Digital
Business on the criticality of governance to
mitigate risks and fully leverage the benefits of
digital. We investigate one of the governance
models – the “Digital Czar” – further with an
interview of Kamal Bherwani, Chief Digital
Officer of media group PRISA.
People are another vital area. A corporation’s
Digital Transformation Review N°03 - 4
5. Editorial
people will have experienced a digital
lifestyle and culture beyond the walls of the
organization itself. Their high expectations
and aspirations as regards to what “digital”
will do for a business need to be addressed.
The way they work and interact is changing
profoundly and will require every person
to adapt. In addition, new types of skills
(e.g. analytics, social media, and mobility)
are needed for organizations to take full
advantage of this transformation. We examine
a six-pillar framework to design a successful
people strategy.
One of the biggest challenges facing
companies today is the explosion of data.
The proliferation of digital channels has
greatly increased the number of consumer
interactions and consequently the amount
of information that companies must absorb,
analyze and respond to. We analyze how to
turn big data into competitive advantage.
Finally, we present an interview with Dr. Devi
Shetty of India, who is leading a visionary
approach to innovation in healthcare.
In our research and work, it has become
very clear to us that Digital transformation
is as much, if not more, about leadership
and organizational change as it is about
implementing new technologies. It is therefore
an exercise requiring skills and influence that
only senior leaders possess. In this Digital
Transformation Review, we offer some
insights and best practices that can support
executives along this path to making digital
transformation happen.
Digital Transformation Review N°03 - 5
6. Strategy
Pfizer: Think Digital First
Pfizer is one of the world’s leading pharmaceutical companies
and has selected “digital” as a critical innovation platform
for its business. Capgemini Consulting spoke to Kristin Peck,
Executive VP of Worldwide Business Development and Innovation,
and John Young, President and General Manager of
Pfizer’s Primary Care Business Unit
What is your perspective on
the role of digital; do you
see it as a way to improve
business processes, a means
of radically improving the
way you operate or
a combination of both?
JY: The healthcare environment
is going through massive
change and companies in
our industry are really being
challenged, and certainly we are
challenging ourselves, to think
about our go-to-market models
and channels to the customer.
We need to better understand
where we are adding value –
and perhaps just as important,
where we are not.
John Young,
President and General Manager
Primary Care
About 10% to
the opportunity
incrementally
existing traditional
20% of
is about
improving
channels,
Digital Transformation Review N°03 - 6
Kristin Peck,
EVP WW Business Development
and Innovation
but the real opportunity lies in
recognizing that the Internet
and digital space are absolutely
fundamental to our customers,
7. Strategy
who are using these channels
to access information in very
different ways than they have
in the past.
We know that more than
80% of physicians in the US
actively use the Internet, many
of them during consultation,
and many patients are using
the Internet to seek medical
information. It’s clear that
digital has to be at the heart of
what we do rather than just a
means for business efficiency.
We can add tremendous value
for customers by providing
high-quality information in
a truly user-friendly way. It’s
unquestionably an area where
we want to demonstrate our
leadership.
Digital comes first
KP: I agree that 80% to 90%
of the opportunity is creating
appropriate two-way dialogue
with our customers. Our
approach is “think digital first.”
So when we’re creating content
and providing information, we
now ensure that it’s accessible
digitally. Most importantly
though, is determining the
best way to engage with a
specific customer – whether
it’s a consumer, a healthcare
provider, or a payer – in a twoway collaboration. If we can
learn more from customers
about what they care about
most, we can develop better
products, services and resources
for them.
CC: Healthcare is a pretty
broad domain for digital
advances with Health IT,
electronic health records,
alternative marketing
channels, R&D, process
improvement, etc. In that
context, what are the areas
you are focusing on? Is it
the patient, the physician,
the commercial side?
What are your priorities?
Digital Transformation Review N°03 - 7
KP: Our first priority is building
a digital hub that creates a
common set of platforms or
pipes. We can create real value
from appropriately uniting
the data from the platforms
and finding common insights
across stakeholders to deliver
the greatest value to them. Our
second priority is building much
richer and deeper collaborations
with external parties, with a
focus on customers’ needs.
Finally, we are really focused
on building analytical horse
power to extract the most value
from this data.
Once we do those things, we
can develop better products,
communicate more clearly
about the products that we have,
and better target resources and
information for the patients
who will benefit the most from
them.
KP: We have a strong focus on
the customer as well. One of
the features of our business and
8. Strategy
Pfizer: Think Digital First
the disease areas in which we
operate is that customers often
wear more than one hat. An
individual may be a physician
in one realm and may also
sit on a formulary committee
(which
sets
utilization
guidelines and reimbursement
for our products), or have other
roles in the healthcare space. As
a result, we may offer different
information to that customer
depending on which hat the
customer is wearing.
Further to Kristin’s point,
customers also need to access
information in a simple and
coherent way, irrespective
of how we are organized.
As an example, in Pain or
Rheumatology Arthritis, our
portfolio ranges from biological
medicines
through
small
molecules to products available
over the counter. So while we
need to make sure we have
the organizational structure
to support those particular
medicines, that organizational
structure can’t be reflected in
our digital face to customers:
if you’re a customer or patient,
frankly you don’t really
care how we are organized.
What you want is a simple,
straightforward route to the
information you need.
CC: Tell us about your
innovations – what have
the highlights been?
JY: We have so far only taken
the first set of steps in an
industry that we recognize is
not necessarily known for being
the greatest set of innovators
beyond drug development.
Virtual conversations
In Europe the first thing we’ve
done is enable our HCPs
(Healthcare Professionals) to
have a conversation with a sales
representative through a virtual
channel. It’s in some ways very
Digital Transformation Review N°03 - 8
simple conceptually, but for our
industry in Europe that’s pretty
cutting edge.
We also know our customers
value the ability to get
information on breaking topics
to understand how to manage
particular patient populations.
This would traditionally happen
in a forum like a medical congress
or scientific meeting, but they
may not want the high cost
and time commitment of travel.
So we’ve created webinars and
similar ways for customers to
access this information. Again,
this isn’t particularly radical
but it enables us to use digital
technology to expand our ability
to meet customer needs.
It also varies by country. In a
number of territories customers
value the opportunity to get
information by email, but this
isn’t true in every country.
In Germany for example, our
research tells us that customers
are generally extremely keen to
get information via email, but
9. Strategy
not in Italy. So we are adding
more digital channels that reflect
insights from our customers
about what they want and their
preferences on how to get it. On
their own they’re tactics, but we
are actually trying to combine
these additional channels to
really transform our go-tomarket model, recognizing that
our customers want access to
information on their terms rather
than the channels we decide.
People prefer digital
One
thing
that’s
been
encouraging is that there is a
significant segment of physicians
– particularly in Europe – who
have genuinely found value in
our move to digital media. When
you engage a customer through
the channel of their choice,
and provide truly valuable
information
through
that
channel, we see that it works.
Many physicians have said they
would prefer to have access
to information or talk to a
representative through digital
channels versus a traditional
office visit. Eighty percent of
customers using these channels
re-engage through them, and we
have witnessed that the length
and detail of the interaction
increases by as much as three
to four times the length of a
traditional sales call. A digital
sales team member in Italy with
about 15 years experience said
he had never in his career spent
45 minutes having a detailed
product discussion about just
one medicine. These may be soft
metrics but they tell us a lot.
KP: It’s partly because you’re
speaking to them when it’s
most convenient for them and
about what matters to them.
The reality is that our customers
do want to engage with us but
at a time that works for them,
and about products in which
they’re interested.
Digital Transformation Review N°03 - 9
CC: In many countries in
the world there are concerns
about counterfeit and
stolen drugs. Do you see
opportunities in the digital
space to enhance the safety
and reliability of your
products?
KP: Pfizer has a team of
experts who constantly assess
new and existing technologies
to identify counterfeit drugs
and to make it more difficult
for those who counterfeit our
medicines to make convincing
copies, and to help patients and
healthcare providers distinguish
authentic from counterfeit
Pfizer medicines. Recognizing
that there is no “catch-all”
solution, Pfizer is working
closely with the U.S. Food and
Drug Administration (FDA) and
other regulatory authorities
to ensure that pharmaceutical
companies have the resources
they need to implement the anticounterfeiting technologies that
10. Strategy
Pfizer: Think Digital First
work most effectively for their
products. As part of these anticounterfeit efforts, our global
supply team has developed
a serialization initiative that
enables authentication at the
pharmacy level. In addition,
our Viagra team created an
educational YouTube channel
to increase awareness of
counterfeit medicines, which
was quite successful.
JY: It’s important to note that
our ability to quickly scale
pharmacy-level validation is
dependent on the nature of
the supply chain in individual
countries. Technology has the
potential to be transformative
in this area, but we also need to
have partners who are equally
willing to come to the table.
CC: From a management
perspective what are
the issues you’ve been
addressing with regard to
your digital initiatives?
JY: We have to make sure we
accelerate our learning process
so the knowledge and capability
of our employees aren’t limiting
the opportunities that exist with
our customers.
One potentially effective option
is to leverage partnerships with
major players in this space in
other industries, for example, by
sending our best and brightest
to these companies to do shortterm learning “fellowships.” Or
conversely, to get technology
companies to send their people
to Pfizer, so we don’t learn in a
linear fashion but exponentially.
We believe this is going to be
absolutely at the center of our
learning in this area.
Governance is vital
KP: Governance is a challenging
aspect of our enterprise-wide
digital effort. We have many
different brands in many
markets, so when it comes to
Digital Transformation Review N°03 - 10
digital opportunities, we can
have 1,000 flowers blooming
– and that’s not really scalable
to any of our stakeholders who
actually care. First, brands have
to think digital first. Second,
common platforms need to be
created across brands. While
a brand in a specific market
may have the coolest app,
a physician searching for
specific information wants that
information to be consistent
and readily available, regardless
of applications or any cool
features.
So
we’re
changing
the
governance so that relevant
information is available digitally
and common platforms are
established. We believe it will
be relatively simple when we set
rules everyone has to follow. The
way to overcome this challenge
is through the support of senior
leadership. It’s critical that all
the leaders of the businesses
support the governance of our
digital efforts.
11. Strategy
JY: I agree that senior leader
support
is
essential
for
governance, particularly in an
organization that exists in a
highly regulated and normally
conservative industry.
Risk in the form of compliance
issues, inefficiencies in internal
processes, and confusion for
the customer are more likely
to occur when you have those
“1,000 flowers” simultaneously
blooming without governance.
While we don’t want to
discourage innovation, and it’s
understandable that people are
eager to be part of the wave
and jump in with their own
initiatives, as leaders we must
help guide and prioritize.
For example, while we clearly
need to respect and understand
local laws, languages, and
customs, this doesn’t mean
we should create 50 different
versions of a website. In addition
to being highly inefficient
and difficult to govern, overcustomization could actually
make it more difficult for
patients and customers to get the
information they need from us.
CC: So it’s about focusing
the brand teams on the core
of marketing rather than
the enablement?
KP: Exactly. We want our brand
teams to focus and decide upon
the global platform that we’ll
use. We want this decision
made internally and not by third
parties in individual markets.
So, while we’re making an
investment, at the same time we
are recognizing savings in our
third-party spend.
CC: How do you manage the
relationship between IT and
business?
Digital initiative
JY: First, the challenge is to
define who (our digital platform,
Digital Transformation Review N°03 - 11
business units and brand teams
and technology organizations)
is responsible and accountable
for what in a space that is by
definition highly complex.
In Europe, we created a conceptual
framework to work through
business
opportunities
and
challenges in the digital space, and
understand the roles and skills of
different parts of our organization,
how we can work best together,
and complement each other to
accomplish our common goals.
This is what’s behind Ian’s [Read,
Pfizer CEO] “making digital
successful” approach – we are all
in it together, no one function or
team is “leading” it, and IT is a
critical partner.
JY: And of course there’s medical
and legal.
These and other
functions are important internal
stakeholders that help ensure our
initiatives, including social media
activities, meet our legal and
regulatory obligations and benefit
our customers. The answer is to
12. Strategy
Pfizer: Think Digital First
happen to stop by. This type
of example demonstrates the
potential and the mindset.
CC: In a sense we’ve come
around to asking how you
manage the transformation
itself.
of the questions that come into
the service are common ones.
Here’s an opportunity to direct
the common questions through
a robust digital channel, and
leave the complex questions
for the telephone service where
they can be more quickly and
effectively answered.
JY: The foundation for our
transformation
is
really
everything
we’ve
talked
about – strong leadership and
governance,
collaboration,
innovation and efficiency.
And as we digitize our existing
content and create global
platforms, we’re simultaneously
looking for opportunities to add
customer value we can’t offer in
any other space. For example,
by drawing on customer insights
and finding ways to creatively
leverage existing digital channels.
One of these existing channels
is a highly-valued telephonebased medical information
service for customers, but 80%
KP: We also worked through
Epocrates. If customers had
questions, they could just go
through Epocrates and click
on “Ask Manufacturer.” This
inquiry is then routed to Pfizer,
and we can get an email back in
24 hours. If it’s urgent, we can
get someone online right away.
If we can’t answer the question,
we get a technical expert online.
And if necessary, we can get an
expert to your site. The question
is how soon people want an
answer, and in 80-90% of cases
24 hours is fine. Digital channels
allow you to get the right answer
to the right question at the right
time, rather than whenever we
KP: The words that come to
mind are: collaborative –
what we aspire to is two-way
communication;
integrated
– we’re trying to build a
network where the different
parts can speak to each other;
and innovative. We’re not yet
on the cutting edge, but we’re
hoping to get there and lead the
industry transformation.
look at what we want to do as a
company, and then include input
from our internal partners, such
as medical, IT, and legal.
Digital Transformation Review N°03 - 12
CC: Can you think of
three or four keywords to
describe your company
from a digital standpoint in
two years time?
JY: I agree with everything
Kristin said but would add
one additional word, and that
is “valued.” We really want to
add significant value to the
customer experience.
13. Key
figures
Companies to watch:
view from Silicon Valley
By
ZocDoc: Americans
rate their doctors, patients
gain power
Sonar geo-tags:
its network in real time
According to the IAB,
Mobile e-health applications
market rises to
718 million
in 2011
ZocDoc simplifies the lives of
1 million patients and their
doctors by booking same-day
appointments close to their homes.
Patients can check which health
insurance categories are covered,
rate healthcare providers and rank
doctors, all on their phones.
Transparency is the order of the day,
and doctors who want to get closer
to their patients can use the web to
showcase their expertise. ZocDoc
has already raised $95 million.
10 % of
American
media consumption is through
mobile phones; however,
mobile advertising constitutes
only 1% of the total spend.
Sonar is an app that lets people
identify individuals around them
by geo-locating them on a map
through their mobile phones.
Sonar retrieves information from
Foursquare, Facebook and Twitter.
This application, developed by
the start-up firm Sonar Media,
opens up a new marketing avenue
based on “proximity graphs”.
An individual’s presence at a
particular location confirms his
affinity for that place and makes
it easier to recommend POS,
restaurants, etc.
Digital Transformation Review N°03 - 13
Nest, homes
get connected
1.8 million
homes
are already connected
worldwide in the US.
Setting a thermostat can be
tedious and fiddly, leading many
people to give up and stick with
inefficient energy use at home.
Nest is a revolutionary thermostat.
It’s very easy to use because you
just have to enter the desired
temperature. After that you don’t
have to program again because
Nest remembers your preferred
temperatures for the time of year.
Better still, it can be managed
through your smartphone.
Nest adds to the trend towards
‘connected homes’ or ‘Smart
homes’ that will allow better
control of every home’s energy
budget.
14. MIT
and
Capgemini Consulting
Governance: A Central Component
of Successful Digital Transformation
As part of their 3-year research programme, MIT and Capgemini
Consulting have identified governance as one of the key success
factors of any digital transformation.
D
igital
transformation
allows the reinvention of
internal processes and business
models as well as the way
corporate entities interact with
their customers and associates.
There are also challenges,
however. Business cycles speed
up and become more integrated,
new risks appear and firms
increasingly need cross-silo
capabilities to achieve their
digital objectives.
Governance is a key determinant
for firms to implement their digital
transformation
successfully.
The need for these new rules of
governance is driven from three
areas: faster and more integrated
business cycles, new risks and
an increased need for firm-level
governance.
Where are the new
challenges coming
from?
Where
are the risks?
I) Branding and social media
Social media changes the nature
of an online conversation. Social
interaction is almost invariably
a one-to-many interaction,
whereas people are accustomed
to their communications being
confidential in the email model.
Anybody searching the Internet
for “Twitter blunder”, “Facebook
blunder” or any similar string
of words will find evidence of
people who have alienated their
Digital Transformation Review N°03 - 14
employers, even governing bodies
in the territories where they
work, and therefore their markets
simply because they failed to
take account of the visibility of
their words. Withdrawing unwise
words and images can of course
be done, but once someone else
has repeated them on another
network they can be judged to be
around permanently.
ii) Confidentiality
The other major risk is in
confidentiality and regulatory
breaches. Social media and
consumerisation,
in
which
employees use their own tablets
and other smart devices, usher
in new risks to data protection
legislation in multiple territories.
This applies in particular to
financial institutions, but any
15. MIT
organization handling data has
to look after it. Information
published on Facebook and
LinkedIn accounts needs to be
compliant. In some industries
notification has to be sent to all
clients if data is compromised,
which will damage reputations.
In addition to this it is absolutely
and
Capgemini Consulting
essential that all devices can have
their data locked down. This is
happening precisely at the time
when employees expect to be
able to use their own equipment.
There are software and network
solutions of course, but the IT
department will now need to be
confident in every device and be
Digital Transformation Review N°03 - 15
able to ringfence data from any
3G network or external service to
which it will connect.
What has to change ?
Cross-silo capability
Another imperative the digital
16. MIT
and
Capgemini Consulting
Governance: A Central Component of Successful Digital Transformation
transformation of an enterprise
brings is a final end to the siloed
mentality which has existed
across generations. Customers
now expect interaction based
around them and not on the
company’s products and services,
while internally staff expect to
be able to collaborate. The same
colleagues who can collaborate
with someone internationally
over a public network like
LinkedIn or Google Docs will
expect at least the same level of
integration internally.
This means data silos across
departments are often inefficient,
whether across product or region.
Data integration is a must, or
else advanced approaches to
customer engagement simply
won’t happen.
To achieve these objectives of
cross-silo integration (both
internally for collaboration
and externally for customer
interactions), firms often need
new firm-level capabilities.
Governance and leadership
are key elements to make it
happen: An important objective
of governance is to make
enterprise-level
platforms
happen. It can be very difficult
to build a single view of
customers, or an integrated view
of operations without strong
leadership and governance.
The platforms provide clearer
information to decision-makers,
and serve as the bases for
advanced analytics capabilities
and new digital services.
Data integration
is a must, or else
advanced approaches
to customer
engagement simply
won’t happen.
Governance
To enforce the challenges,
needing faster business cycles,
accommodating new risks and
achieving more firm-level
digital integration, it is critical
to have governance in place
Digital Transformation Review N°03 - 16
around digital initiatives.
MIT and Capgemini Consulting
believe that good digital
governance
achieves
both
sharing, in which local units
use common capabilities and
resources, and co-ordination.
MIT and Capgemini
Consulting believe
that good digital
governance achieves
both sharing, in
which local units use
common capabilities
and resources,
and co-ordination.
There are three primary
mechanisms to achieve this
sort of governance. There were
other models but these three
have an appreciable number of
adherents:
1. Shared digital units
Several of the organisations
interviewed
had
set
up
independent units to make
17. MIT
digital transformation easier and
more affordable across an entire
organization. These shared digital
units can develop a “digital service
catalog” to ensure consistency
across a business so that every
stakeholder understands what
is on offer and their dialogue is
facilitated.
The idea of a shared unit offers
many
advantages.
Fewer
redundant initiatives, particularly
in cases in which an innovation
and
Capgemini Consulting
might be duplicated. Often, the
problem is that the local units will
have many difficulties finding
the right people and skills. The
shared unit can provide and
develop skills for the company
with less expenditure than would
be necessary if every business
unit had its own digital personnel.
It can also eliminate duplication
in resources such as databases.
Identifying
the
appropriate
level of centralization of these
resources is essential to reach
maximum efficiency. Several
of the businesses surveyed had
central funding in place for a
number of capabilities.
A shared unit will also help to
develop essential new digital
skills across the company. 77%
of the companies interviewed
had skills gaps1; in general large
and long-established firms are
precisely the companies that
won’t have the new skill sets in
house. These skills might involve
social media, advanced analytics
and mobility.
In some cases it will not be
necessary to hire someone
with all of these skills for each
individual department. These
can come from inside or outside
the business: “Of course, the
key thing is to have the right
people. It must be a combination
of our existing people and new
people with new thoughts. And
looking at service industries, we
need that type of competence,”
explained Timo Paulson, Senior
1. See “Digital Transformation: a Roadmap for Billion Dollar Organizations”, MIT and Capgemini Consulting, 2011.
2. See the case study “Volvo Cars Corporation – from a B2B to a ‘B2B+B2C’ business model” MIT and Capgemini Consulting, 2012.
3. See Nestlé 2011 Full Year Results Roadshow transcript:
http://www.nestle.com/Common/NestleDocuments/Documents/Investors/2012%20Events/Nestl%C3%A9%20FY11%20Roadshow%20Transcript%20(f).pdf.
Digital Transformation Review N°03 - 17
18. MIT
and
Capgemini Consulting
Governance: A Central Component of Successful Digital Transformation
Manager Ownership Services and
Brand Protection for Volvo Cars
Corporation, about the shift from
B2B to “B2B+B2C” that the firm is
doing2. Finding competencies in
other industries is a solution that
several interviewees mentioned:
“We have been hiring analytics
experts from other firms. We give
them a chance to play a more
senior role than they could with
their previous employers, where
their skills are more plentiful,”
explained an executive in a
restaurant company.
In the right setting, a centralized
resource can be extended to
act as a talent incubator for the
rest of the company. Nestlé set
up a digital acceleration team
with experts from all over the
world meeting in a multimedia
lab. Starbucks has had the same
approach to mobile applications,
explains an executive:
“[We have] a mobile App lab
where we share best practice of
building Apps. We don’t want to
centralize the app building, we
leave that close to the consumer
in the markets. But there’s
common practice, best practice,
efficient app building and we
have a lab for that so people can
tap into it and we can guide them
in making good Apps.3”
The final reason for working in
this way is due to the need for
new ways of working to adapt
to the aforementioned faster and
more integrated business cycles.
People working closely together
in a single unit can experiment
more easily with new digital
approaches than people spread
across an entire organization and
in different functions.
2. Firm-level committees for
digital transformation
A second approach, favoured
by a number of respondents,
was to put committees in place
to drive digital transformation
throughout a firm. MIT and
Capgemini Consulting identified
two different types of committees:
Digital Transformation Review N°03 - 18
1. Steering committees
make decisions
2. Innovation committees
identify opportunities and
make propositions. Both are
multidisciplinary.
A steering committee will
typically accept that a change
is coming or has arrived, then
look at what policies are in place
to ensure its implementation
complies with regulations. It
prioritises funds and resources
and tries to make business cases.
This leads to steering committees
effectively taking bets depending
on what has worked in the past:
an apparel company invested in
a global customer platform when
there was no clear business case:
“This investment was primarily
based on what I would call an ‘art
business case’, rather than the
‘science business case,’ and this
was the right thing to do. We did
it big enough to be successful, but
small enough not to be stupid,”
explained a senior executive.
Innovation
committees
are
19. MIT
tasked with fast reactions to
technological
and
cultural
change. An executive explained:
“We are bringing together all the
people who can say, ‘Wow, we
could do this. It’s not a problem.’
That’s our IT architecture folks.
And then we’ve got everybody else
saying ‘Well, if we do this, how
do we protect confidentiality?
How do we retain data? How do
we train? What’s it going to take
to make this usable before we
officially condone it to the field?’
So, it brings all of the right levels
of perspective to the table.”
3. Digital roles – the Czar emerges
The third approach is to appoint
a specific digital champion.
The higher-profile people in
this position become known as
the “digital czar” but they may
not be as senior as this. The
overriding objective is to get the
whole organization accepting
the importance of the digital
culture; examples in which
someone low-level has pushed
and
Capgemini Consulting
a digital agenda and found
senior management ignore it
are commonplace (this is of
course not unique to digital!).
Czars generally spearhead the
transformation of a business
into something else. In early
March 2012 Starbucks hired
a chief digital officer, for
example. Chairman, president
and CEO of Starbucks Howard
Schultz
explained:
“Over
the past several years, there
has been a seismic shift in
consumer behavior in large part
because of the rapid adoption
of social and digital media as
a primary means of connection
and communication. We have
recognized this shift and have
made it a priority to establish a
position on the leading edge of
innovation and are now taking
this a step further.”
The challenge is that there is no
universally accepted definition
of what the “digital” element of
an organization should be. So
Digital Transformation Review N°03 - 19
Starbucks’ CDO is responsible
for web, mobile, social media,
card, loyalty, e-commerce, WiFi and the Starbucks digital
network as well as in-store
entertainment.
An alternative (or complement)
to the Czar is a lower-level
group
positioned
across
different units to help with
digital transition. They may be
formally CDOs within a division
or “simply” digital champions,
i.e.
designated
individuals
at any level responsible for
pushing the digital agenda.
One thing that is certain is
that culture has to change
for
digital
transformation
to be effective, consistent
Culture has
to change for digital
transformation to be
effective, consistent
and therefore
manageable according
to governance rules.
20. MIT
and
Capgemini Consulting
Governance: A Central Component of Successful Digital Transformation
and therefore manageable
according to governance rules.
Nestlé, for example, has a
grouping of people from all
of the territories in which it
operates who come together,
learn and then spread their
expertise across the business.
“We have something like 15
people, from all markets, who
have an interest or have already
good experience in digital, who
are sharing and connecting with
the world in general with the
Internet and social media. They
are building expertise and then
sharing that with other people
in the markets” explained a
senior executive of Nestlé4.
There are companies which
have taken different approaches
to implementing digital culture
with equal success. ApparelCo
is
an
apparel
company
engaging with customers all
over the world through social
media. The firm has built a
digital hub – another way of
expressing a shared digital
unit – and also has a digital
czar as well as committees
to drive the firm’s digital
agenda.
Spanish-language
global media company Prisa
has numerous specially-created
digital roles and structures
including a shared digital unit,
which was radical against a
backdrop of the existing highly
decentralized organization; it
also has firm-level committees
monitoring the metrics by
which the transformation is
being measured, a digital czar
reporting directly to the CEO
and further liaison roles.
organization, charity, NGO and
any other entity) there is no
single ideal way to implement
and manage this change or set
of changes.
Things for business leaders to
Conclusion:
one size never fits all
take into account will include:
• Strategic priorities
• Definition of ‘digital’ – there
are radically different examples
in the report
• Existing culture.
Governance mechanisms fitted
around these areas are likely
to produce the best results. The
governance model a firm will
MIT and Capgemini Consulting
believe that although digital
transformation is affecting
every business (and one
could add every public sector
Things for business
leaders to take into
account will include:
-Strategic priorities
-Definition of
“digital”—there are
radically different
examples
in the report
-Existing culture.
4. See Nestlé 2011 Full Year Results Roadshow transcript:
http://www.nestle.com/Common/NestleDocuments/Documents/Investors/2012%20Events/Nestl%C3%A9%20FY11%20Roadshow%20Transcript%20(f).pdf
Digital Transformation Review N°03 - 20
21. MIT
adopt around digital should
not remain static but must
evolve over time according
to changing circumstances
and needs. Virtually none of
the organisations in the study
started off with the idea of
and
Capgemini Consulting
changing in the exact way
they have done but have
adapted as new technologies
and opportunities presented
themselves. This is essential; the
shape of the digital landscape
is not as people might have
Digital Transformation Review N°03 - 21
guessed a few years ago, when
social media was primarily
written down and not visual and
the shape of businesses that will
do well in the new environment
has to be equally fluid.
22. Close-up
Digital Transformation:
People make it real!
By Barbara Spitzer, Capgemini Consulting
All of us have witnessed the profound effect
of digital on consumers and on our own personal lives,
with the expanded use of mobile phones, Twitter or Facebook.
Many still wonder though how this new digital environment
will translate into the workplace, and what is the effect
on our organization’s people and culture.
How we work, and how we are led, has changed radically
over the past few years. The rules of the game are now
completely different, as digital pervades our working lives:
74% of C-level executives network in a professional community
weekly; use of Twitter amongst business leaders and decision
makers has almost doubled in a year; the presence
of senior executives on social networking sites rose
from 31% in 2010 to 61% in 20111.
Digital Transformation Review N°03 - 22
23. Close-up
W
e have identified six
elements that define the
changing digital people agenda:
context, culture, capability,
connection, contribution and
communication (see Figure 1).
1-Context:
the defining element
Executives need to embrace
a new context for their work,
where online visibility has a
larger role. Today, a manager
needs to have a digital footprint
and manage it in an appropriate
way (not least so that they
demonstrate they understand
its impact and show colleagues
how to manage it). They will
need to embrace a smart, 21st
century vision and work hard
to inspire hearts and minds to
make it happen (claiming to
Figure 1: Understanding the Changing Digital People Agenda – A 6C Approach
be an old-school manager who
does not “understand digital” is
no longer an acceptable tactic!).
Senior personnel have to change
their frame of reference on what
it means to be a leader. They
should embrace transparency,
open
communication
and
listening, and must be willing
to be challenged from all
directions – and to understand
the context in which every
communication is made.
2-Culture: New ways of
working, new environment
s
tion ks)
unica
or
Comm ding Netw
en
(Ext
n
r utio
o
Cont ibtiv ted t
o a
M
(Who’s
)
volved
Get In
y
a
Cap cit the Skill Set)
g
(Definin
)
rking
t re
Cul u ays of Wo
W
(New
Context
tion
Connec y Know
ent)))
ning elem
(The defi
t he
(Wha t
Know))
w they
and Ho
Changing People Agenda
Source: Capgemini Consulting
Digital
transformation
is
leading to significant changes
in employees’ expectations
of work. Email is passé,
eLearning is not new, borderless
collaboration is here now
and most prefer e-books and
multi-player online games as
a way to consume information.
Employees regard constant
connection to the outside
world as an essential. Online
1. CNBC survey of senior executives, 2011
Digital Transformation Review N°03 - 23
24. Close-up
Digital Transformation: People make it real!
communities are now the
norm and can be harnessed for
commercial reasons given the
right membership. Employees
increasingly also break down
the traditional hierarchies,
even down to blurring the
lines between who is inside
a business and who is not.
Business management needs
to catch up with the new way
of working and create an
enabling environment. Business
leaders will need to understand
the cultural changes that are
happening and adjust to them,
and be sensitive to the evolving
demands of the workforce as
this happens.
3-Capability: Defining
the skill sets
Globally, organizations face
challenges
in
recruiting
employees with the right set
of digital skills. Relying on
entry-level people with strong
knowledge and skills they need
at the workplace is not going to
be good enough. For instance,
in Europe, it is estimated
that by 2017, over 90% of all
jobs will require technology
skills across all sectors and
the shortfall of trained ICT
(Information, Communication
and Technology) professionals
is likely to touch over 700,000
by 20152.
Organizations will need a multifocus strategy to source skills from
within, taking four broad steps:
• Define a digital competency
framework: Organizations need
to abandon the notion that
digital skills are the province
of only the IT department or
that social media skills belong
only in the marketing function.
Every business function is being
challenged though the advance
of digital technologies. For
instance, social media holds as
much relevance to recruiting as
it does to customer service. The
incoming personnel will need
an entirely new set of skills and
it is up to the business leaders
to ensure they have them.
• Develop talent communities
to replace traditional talent
pools: Talent communities need
to be developed to operate on
the principle that people with
similar skills and background
will engage with one another.
Such communities work well
as closed loop systems for
attracting and retaining talent.
A recent study found that
companies which integrated
social strategies into their
recruiting
systems
saw
referrals grow from 35% to
67% in their organizations3.
Such communities can have a
significant impact on corporate
culture. In the long run, it
will lead to more openness
as people in geographically
dispersed
areas
talk
to
each other because of their
professional discipline. Such
communities can also be a great
2. The Information Daily, “e-Skills Week 2012: There Is A Job Waiting For You”, Mar 2012
Digital Transformation Review N°03 - 24
25. Close-up
tool in aiding organizational
transparency. For instance, if a
business has been in the habit
of playing people off against
each other, or if there is any
hidden discrepancy in pay rates
between people doing the same
job, they are very likely to be
uncovered very quickly.
• Look at an organization’s
learning
environment:
Organizations should bear
in mind that a generation
comfortable with e-learning is
entering the workplace at the
current moment. The subsequent
opportunities
and
impact
arising from the blending of
virtual and physical learning
environments is significant. For
instance, mobile technology
enables e-learning modules to
be consumed as and when the
learner wishes, making them
more flexible than anything
previously. Organizations need
to ensure that their learning
environment is geared to
support such changes.
• Do not allow your social
media skill set to stay still: The
pace of changes in social media
is such that organizations will
need to set up a dedicated center
of excellence to continuously
monitor and progress their
social footprint. A center of
excellence is an important step
as it will act as a catalyst and
formalize the changes coming
into place. It also makes a
corporate statement about the
need to leverage these trends
and as such will act as a beacon
for the rest of the organization.
4-Connection:
Who
and
what they know?
The notion of a connected,
digital community has existed
for a while in various forms,
but the current extent of
the constant connection is
unprecedented. Social media is
now coming into the workplace
for internal conversations,
effectively moving knowledge
management from a centralised
repository model to peer to peer.
The advantages over email are
many. The open nature of social
media leaves little scope for
unprofessional
conversation.
Moreover, openness of the
medium allows people other
than the intended contact to
respond to queries allowing
for more comprehensiveness.
Social conversations can also
be archived and searched and
in turn become part of the
corporate knowledge base.
These advantages are driving
organizations to adopt social
media. Indeed, it is estimated
that by 2014 social networking
services will replace email as the
primary vehicle for interpersonal
communications for 20% of
business
users4.
Business
leaders will need to be part
of the redefinition of privacy,
internal communications and
employee engagement in this
environment; once again, the
leader who tacitly approves the
3. Jobvite, ‘Jobvite Social Recruiting Survey Finds Over 90% of Employers Will Use Social Recruiting in 2012”, Jul 2012
Digital Transformation Review N°03 - 25
26. Close-up
Digital Transformation: People make it real!
ideas without engaging with
them will be left behind.
5-Contribution: Who’s
motivated to get involved?
There is little doubt that
traditional, core HR processes
are
being
impacted
not
only by shifting workforce
demographics but also by the
dynamics of digital influences
that
accompany
them.
Organizations should strive
to ensure that their experts
take active part in online
communities. This not only
helps position the individuals
as thought leaders, it can also
in the long run help build up a
positive organizational image.
At the same time, organizations
should strive to ensure that
digitally prominent individuals,
who have the potential to be a
valuable asset to the business,
are adequately rewarded. In
doing so, social media, with
its ‘likes’ and ‘follows’, itself
serves as an effective means of
performance management in
near-real-time.
Such social KPIs will become
increasingly critical to advance
organizational
performance.
These KPIs which reflect
collaboration and knowledge
sharing are different from those
which many organizations are
familiar with.
6-Communications: Networks
are already Extending
On the social networks a
good leader will not only be
managing direct employees but
associates, clients and anybody
else who cares to comment.
It is all about engaging with
stakeholders at every level. The
digital environment is open
and transparent. Criticisms of
a company, or endorsements,
need to be engaged with, to
manage any reputational issues
and maximize the value of
positive comment. Managers
need to be comfortable with the
speedy, open and transparent
communication required.
New
environment,
new opportunity
These are exciting times for
“digitally converted” business
leaders who can reinvent rules
of engagement with their
employees. The speed of change
we are witnessing requires
immediate attention, as the
critical hindrance to business
transformation may well be
the cultural changes within
the company and the need to
acquire new collaboration and
communications capabilities.
To capitalize on the potential
that digital has to transform
the organization, we believe
that business leaders should
put people first in their
digital agenda, and structure
their approach around 4 key
principles:
4. Gartner, ‘Gartner Says by Year-End 2013, Half of All Companies Will Have Been Asked
to Produce Material from Social Media Websites for E-Discovery”, Feb 2011
Digital Transformation Review N°03 - 26
27. Close-up
• Align people spend to promote
and reward the new culture
• Stay ahead of the game by not
ignoring the inevitable tipping
point where social networking
becomes standard operating
procedure in the workplace
• Demonstrate that “employees
matter” with a real investment in
a new, modern and smart work
experience
• Put digital tools and cloud
solutions to work for your people
to transform ways of working
and collaborating.
Digital
technology
and
collaboration allows the creation
of a truly connected organization.
Digital Transformation Review N°03 - 27
Given the right leadership
and structured approach, our
people and our organizations
will become much smarter than
they ever were before.
28. Close-up
Digital Transformation: People make it real!
Marcopolo: Driving Digital Transformation through People
Marcopolo is a Brazilian company and one of the largest bus manufacturers in the world, with operations in
Brazil and across South-America as well as in South Africa, Australia, China, India, Egypt, and Russia. The
company has over 18,000 employees all over the world, and recorded net revenues of USD 2 billion in 2011.
Capgemini Consulting spoke to Mauro Gilberto Bellini, chairman of the board of directors, to understand his
perspective on how to conduct a digital transformation.
CG: Why is digital technology important to you as the President of Marcopolo?
MGB: As chairman of the board, I see my role not only anticipating digital innovations and promoting
them, but by the same token, always performing a thorough analysis and asking why they are worth doing.
We want to be at the forefront of digital innovation.
We use a great deal of digital technology. We have implemented SAP tools, created an intranet connecting
our subsidiaries worldwide, purchased increasingly sophisticated software for product engineering and
process. We participate in e-auctions and have connected classrooms across our locations.
CC: What is the key success factor in a digital transformation?
MGB: What has been key in our digital transformation, has been our investment in people. We have
continuously invested in training for system upgrades and specific training to cope with technological
breakthroughs. You have to acknowledge the human factor, people need time to adapt and they need the
support of an organization.
CC: What have been your challenges so far?
MGB: One of the key challenges is making sure we make the right technology investment decisions and
making the right choices is difficult. Also, the presence of technology means our customers expect to see
more rapid change and we need to make sure we meet their expectations.
Digital Transformation Review N°03 - 28
29. Key
figures
Companies to watch:
view from Silicon Valley
By
Privowny:
ShowYou:
putting your privacy back
in your hands
the TV program chosen
by my social network
20% of digital
advertising
is reactive
The IAB has reported that one
fifth of advertising is now based
on behaviours because of the data
we share on the Internet. Every
time we fill a form, our data is
stored and often shared with other
websites. Search for an air ticket to
Los Angeles and you will receive
advertisements from restaurants and
hotels in that area. A start-up called
Privowny from Palo Alto has been
created to help users manage their
privacy. As things stand, in spite
of cookie legislation in Europe, it’s
difficult to tell when your data is
being handled responsibly or sold on
to a spammer. Privowny does two
things: First, every time you visit
a website Privowny tells you what
information that site has about you
and what it does with your data.
Second, it provides you with a list of
In 2011,
all the websites that have information
on you and lets you control this data,
update it or delete it.
For example, it allows emails with
a limited period validity for a trip
to Barcelona, letting you make the
most of this information before your
holiday but cutting off Barcelonarelated mails when your trip is over.
Digital Transformation Review N°03 - 29
the American TV market
changed dramatically: Fox and
ABC channels lost 20% of their
audience while Netflix gained
an audience of 25 million.
The convergence between social
networks and TV continues
apace. With the rise of connected
television including Google TV
and Apple’s anticipated iTV, a lot
of startups have arrived to take
advantage. Among these, ShowYou
is one of the most downloaded
social TV applications on iPad.
The idea is that instead of
choosing a program from a
selection of channels, the user’s
social network connections
recommend videos. The iPad
works as a remote control and
puts the image onto the connected
TV screen. ShowYou has already
received $2 million from True
Venture’s business angels.
ShowYou users spend 35 minutes
every day using it.
30. Vision
Turning Big Data into Competitive Advantage
By Scott Clarke, Capgemini Consulting
O
ne of the biggest challenges
facing companies today
is the explosion of data.
The proliferation of digital
channels has greatly increased
the number of consumer
interactions and consequently
the amount of information
that companies must absorb,
analyze and respond to.
Companies must contend with
wave after wave of digital
data – from real-time computer
tracking of shipments, sales,
suppliers and consumers, as well
as email, mobile, Web traffic
and social network comments.
Digital era technologies are
doubling the quantity of
business data approximately
every 1.2 years. The increasing
volume, variety and velocity
of consumer data available to
companies will continue to top
the list of challenges facing
companies as they enter the
digital age.
Companies
are
beginning
to recognize the increase in
productivity that comes through
data-driven decision making;
yet few are equipped to fully
capitalize on this opportunity.
In the next few years we are
likely to see a major shift in
focus among companies as
they start to transition toward
a more data-driven business
environment. At present most
companies still struggle to
analyze these vast quantities
of data, extract meaningful
insights,
and
use
them
effectively. However, in order
to overcome the demands of an
ever changing consumer and
technological landscape, the
digitally mature enterprise of
the future will be characterized
by its ability to systematically
make decisions based on facts
and figures rather than on
the basis of experience and
intuition.
For example, in the retail
sector Staples has begun to
use sophisticated forecasting to
Digital Transformation Review N°03 - 30
optimize inventory and support
other organizational functions.
Staples synchronizes store
and distribution center order
forecasts over an extended
period of time to deliver
accurate, time-phased inventory
order forecasts to various
constituent groups within the
company and to upstream
sources of supply, based on
true consumer demand. The
integrated forecasts are used
throughout the company for
forecasting seasonal sales,
scheduling labor, managing
inventory and replenishment,
and estimating annual budgets.
It’s Not Just
About Volume
Big Data has begun to flood
every area of the global
economy. Like other essential
factors of production such as
hard assets and human capital
much of modern economic
activity simply could not take
31. Vision
place without it. Companies are
now systematically capturing
trillions of bytes of information
about
their
consumers,
suppliers, and operations from a
growing number of devices such
as mobile phones, tablets, smart
energy meters, automobiles
and industrial machines that
sense, create and communicate
data. Indeed in the digitalized
world, consumers simply going
about their day to day activities
- communicating, browsing,
buying, sharing, searching generate enormous trails of
data.
Companies are beginning to
capitalize on this phenomenon.
For instance, in the world
of consumer retail, leading
retailers like Tesco, Target and
Wal-Mart are shifting their
focus from tracking transactions
to tracking the consumer’s
journey before, during and after
the transaction is complete.
This allows the retailer to be
more proactive and precise
in how they promote, price
and position their products at
individual consumers to drive
maximum value to both the
consumer and themselves.
Today, more than 90%
of consumer data
is unstructured, such
as multimedia and
social network
content.
But the concept of Big Data is
not just about volume anymore.
Just as important to the Big Data
phenomenon is the increasing
complexity and variability of
the data itself. Today, more
than 90% of consumer data is
unstructured such as multimedia
and social network content. The
breadth and depth of this data
means that it can’t simply be
stored and queried within a
traditional database solution.
As such, competing through Big
Data often requires a complete
transformation of a company’s
Digital Transformation Review N°03 - 31
data management and analysis
systems and processes.
A New Source
of Business Value
It is widely understood that
Big Data can provide a source
of tremendous value for
companies competing in an
extremely complex, dynamic
and uncertain marketplace. It
allows businesses to analyze
a much broader set of data
about aspects of their business
as an integrated whole. By
breaking down the silos of
information that exist across
the organization and by making
Big Data more accessible to
relevant stakeholders in a
timely manner, a company can
make quicker and more effective
business decisions.
In recent research conducted
by
Capgemini
Consulting,
business leaders estimated
that, on average, they have
seen business performance
32. Vision
Turning Big Data into Competitive Advantage
improvements of 26% where
Big Data analytics have been
applied, and they expect those
improvements to accelerate
rapidly. Moreover, we have
seen some enterprises increase
their sales volume by more
than 35% and their operating
margins by as much as 60%
by embracing Big Data and
by enabling data transparency
across the enterprise.
By capturing
real-time information
at the point of
interaction as well as
at the point of sale
a company is able to
understand not just
what a consumer buys
but also why and
how they buy.
One of the greatest sources of
business value for Big Data is in
a company’s ability to develop
and maintain a 360 degree
view of the consumer across all
channels, brands and product
categories. By capturing realtime information at the point
of interaction as well as at the
point of sale a company is able
to understand not just what a
consumer buys but also why and
how they buy.
T-Mobile USA, for example,
has
integrated
Big
Data
across multiple IT systems to
combine customer transaction
and interactions data in order
to better predict customer
defections. By leveraging social
media data (Big Data) along with
transaction data from CRM and
billing systems, T-Mobile USA
has been able to cut customer
defections in half in a single
quarter.
With much of the consumer
buying process shifting to social
media platforms like Facebook,
Yelp and Kaboodle companies
are exposed to a new wealth
of information regarding the
sentiment and context behind
consumer buying decisions.
Digital Transformation Review N°03 - 32
Evaluating
the
consumers’
behavior across these social
media channels can help to
reveal the key influencers across
different product categories and
consumer segments as well as
help identify and contextualize
the issues and considerations
that are most important to
the consumer, when they are
important, irrespective of what
conventional wisdom might
suggest.
This ability is providing a new
level of insight and opportunity,
and ultimately a new source of
business value. When supported
by advanced analytics, Big
Data can help drive competitive
advantage on a number of
different levels. In particular, a
company is able to shift the focus
from what the consumer has
done to what they are likely to do
next. By tracking the consumer
journey
across
multiple
channels a company is able to
determine the ‘next best action’
at each point of transaction
33. Vision
and interaction.
With the
focus on insight driven action,
companies are able to drive
consumer value and advocacy
by communicating content
and offers to the consumer
when and where they want to
receive them.
Moreover, by
combining advanced predictive
analytics with business rules
and a response management
capability, decision makers are
able to automate the very high
volume of small consumerrelated decisions made every day
within their organization.
Target is one of many companies
who have already started to reap
the rewards of Big Data analytics.
For example, by analyzing trends
in purchasing behaviour Target
is able to identify 25 products
that together could predict the
likelihood of pregnancy. Each
shopper is assigned a “pregnancy
prediction” score and Target is
able to estimate due dates to
within a small window, allowing
the company to send messaging
and coupons targeted to specific
stages of the pregnancy.
Overcoming the Challenge of
Big Data
To succeed in the world of Big
Data companies must overcome
a considerable number of
challenges. From a technology
perspective, data management
systems will need to continue
to evolve in order to achieve the
affordable storage of increasing
quantities of data from a
proliferating number of sources.
Equally critical will be the ability
to extract this data efficiently in
real-time or near real-time and to
be able to apply the appropriate
analytical tools to successfully
analyze the new forms of data –
often in conjunction with more
conventional data – to obtain
insight and drive action.
However, technology is only
one of several challenges that
must be addressed.
Perhaps
even more critical to the success
Digital Transformation Review N°03 - 33
of the digital enterprise is the
removal
of
organizational
silos that often stand in the
way of data transparency and
knowledge sharing. Over the
years,
information
‘tribes’
have often formed around
the various disciplines across
an organization. Employees
are often unable or, for fear
of losing control, sometimes
reluctant to share data outside
their own department. In the
future, organizational silos need
to be abolished and replaced
by a centralized analysis and
reporting hub that promotes
continuous knowledge sharing,
data transparency, collaboration
and unified decision making.
While this is complex enough
technically, it needs to be
accompanied by strong, top
down analytics leadership. In
a recent Capgemini Consulting
study,
55%
of
business
leaders surveyed felt that
Big Data management is not
viewed strategically at senior
34. Vision
Turning Big Data into Competitive Advantage
levels of their organization.
For companies to achieve
competitive advantage through
Big Data there needs to be
an enterprise-wide Big Data
strategy. The presence of such
a strategy will help to ensure
that business decisions are
consistently and systematically
tied to relevant data and that the
organization is able to maintain
a holistic and unified view of the
world inside and outside of its
four walls.
This senior level leadership is
also critical to building up the
necessary internal capabilities
including
human
capital
to effectively deal with the
opportunities and challenges of
Big Data. Indeed a shortage of
analytical and managerial talent
necessary to capitalize on the
opportunities of Big Data is a
challenge that companies in most
countries will need to overcome.
In the United States alone,
recent reports have estimated a
gap of close to 150,000 people
possessing the deep analytical
skills necessary to compete in
the new global economy. When
this is added to a much greater
shortage of managers and
analysts necessary to analyze Big
Data and make decisions based
on their findings, the severity of
the problem becomes very real
indeed.
Senior management
will have to establish strategies
both inside and outside their
organizations to ensure that
they do not fall victim to the
emerging challenge of human
capital.
Back to the Future
In the digital world of tomorrow,
next
generation
analytics,
enabled through Big Data, will
become a strategic imperative.
As the number of consumer
channels continues to proliferate
and the amount of data made
available to companies increases
exponentially, companies will
need to develop clear strategies,
Digital Transformation Review N°03 - 34
guidelines and policies for
turning Big Data into a
competitive advantage.
With much of the consumer
conversation and ultimately
consumer buying decisions
now taking place online,
companies must be in a position
to monitor this activity and
respond, when appropriate, in a
timely, calculated and impactful
manner. It is already widely
accepted that when a consumer
tweets a service related question,
the company in question will be
able to capture that information
and should therefore respond
accordingly. How the company
chooses to respond can have
a significant impact on that
consumer’s
willingness
to
engage in future business.
Moreover, the ability to use that
information to predict what the
consumer is going to do next can
help drive future value to both
the consumer and the company.
This all begins with the
company’s ability to determine,
35. Vision
within the ‘noise’ of Big Data,
those gems of information often
referred to as ‘Signals’ that enable
the company to more accurately
predict behavior and outcomes,
and to shape their plans and
actions accordingly. Due to the
increase in smartphone usage
and the growth of location
based data these ‘Signals’ can
now guide a company’s decision
making in terms of the timing,
content and exact location of
marketing communications.
However, the future of Big Data
analytics far exceeds predicting
consumer behavior. Big Data
has now become a significant
source of innovation, enabling
companies to create new
products and services, enhance
existing ones and invent entirely
new business models often
through continuous dialog with
the consumer. Manufacturers
are now using data obtained
from the actual use of products
or through collaboration with
the consumer to improve
future products and to create
innovative pre-sales and aftersales services.
To this extent, a whole new
consumer
experience
is
emerging where in exchange
for more intimate knowledge
of the consumer’s needs, wants
and product usage patterns,
companies are able to provide
personalized solutions that
help the consumer reach better
outcomes. An example which
is emerging in the smart energy
solutions market is a home
energy management application.
This application records power
usage for home devices,
identifies
energy-inefficient
equipment (i.e., a freezer), and
shares the data with partner
device manufacturers who then
prompt the consumer with a cost
savings case for buying a more
efficient replacement.
In a similar example, by
leveraging large quantities of
data on more than 5 million
users Intuit, through Mint.com,
Digital Transformation Review N°03 - 35
provides a service to its customers
where users can compare their
financial situation to others
who are similarly situated by
demographic, geography or
other factors. This service can
tell users how much money they
would save by switching to a
new credit card or refinancing
their mortgage. In other words,
Intuit has effectively outsourced
product management directly to
the consumer.
In the years to come we will
continue to see many examples
of Big Data analytics being
used to delight consumers in
new and innovative ways. With
many companies adopting a
true ‘outside in’ approach to
the marketplace, the ability
to capture valuable consumer
insights and turn these insights
into real time or near real time
action will not only be a source
of competitive advantage but
the key to survival in an ever
changing global economy.
36. Telescope
Transforming a media player
for the digital age
Kamal Bherwani
Chief Digital Officer
Managing Director, PRISA Group
Kamal M. Bherwani has been the
Chief Digital Officer of Grupo Prisa
SA since January 2010 and has
more than 20 years of technology
and operational experience. Prior
to his appointment as Prisa’s chief
digital officer, he served as the
Chief Information Officer of Health
Human Services and Executive
Director of HHS Connect for the City
of New York, where he implemented
several award-winning initiatives that
have been globally and nationally
recognised. Kamal has also served as
Chairman and Chief Executive Officer
of Relativity Development Corporation
and Chief Information Officer of
Bridas Corporation. He is advisor
to the Mayor’s Office of the City of
New York, Stony Brook University’s
Center of Excellence in Wireless and
Information Technology (CEWIT)
Advisory Board, and on the Board of
Advisors of Violy and Company.
Digital Transformation Review N°03 - 36
37. Telescope
Impact of Digital
CC: How do you think
companies are dealing
with the impact of digital?
Are firms transforming
themselves fast enough?
KB: I don’t think that we have
a benchmark or a reference
of a company – at least
in the media sector – that
successfully transformed itself,
because I feel that the process
of transformation is not yet
complete. There are various
media players who have different
mixes of digital revenues, but the
“In the media industry,
digital transformation
has not yet come
full circle, so we do
not have a reference
of a company that
has successfully
transformed yet.”
“Companies like
media players have
to transform at
a pace that allows
them to survive.”
key question to ask is - are those
really profitable? That’s the real
test. We have some existing
businesses that are doing well
and are profitable but there are
also new businesses that are
growing and are on the path of
profitability. The truth is that
traditional media players have
to transform at a rate that allows
them to survive. If we shut
down all the printing presses
and leave everything there for
free on the Internet at El Pais
(PRISA’s newspaper), then there
is no way we can survive. So,
digital transformation is not
about having digital presence,
but to find the right balance
between
transforming
key
elements of business to digital
and profitability.
Digital Transformation Review N°03 - 37
Understanding the
Digital Consumer
CC: What impact has
the advent of digital
consumption had on your
view of the customer?
KB: The biggest revelation to
most of us in the media industry
was that traditionally we didn’t
know the end customers because
in the past we never had to. Our
customers were advertisers and
newsstands. We understood end
consumers by taking a sample of
metrics such as average income,
average age and interests, and
drove advertising based on that
average whether it is TV or the
press. This defined how we
distributed content.
The advent of digital consumption
has
changed
the
market
dynamics; the industry has
moved from a distribution centric
world to a consumer centric
38. Telescope
Transforming a media player for the digital age
world, which forces integration
of the company. Integration
enables more intelligent selling
of products and services that
people might be interested in.
You need to put your customer
in the center, identify how the
customer will use your products
and services, and how you ensure
your operations are consistent
with the customer centric
objective.
CC: How do you go about
developing new products for
this digital consumer?
While our larger view is
that consumer behavior is
unpredictable, we do strongly
believe that if you want to
implement something you need
to experiment. Feedback from
customers guides our future
plans. For instance, recently
we launched a coupon site that
offered great deals on leisure,
travel and quality products. The
site received feedback everyday
that helped us learn and innovate
further. On the other hand, if
we had spent one or two years
imagining the best coupon site
in the world, it wouldn’t have
worked.
Similarly, we launched an iPad
application for El Pais in three
months and it was voted one
of the top ten in the world. The
reason we launched that in three
months is because we realized
that we will not know the result
until we experiment. We have
lots of ideas that are innovative
that might fail or be a success.
I really respect companies that
fail well. There is no way other
than experimenting to see
whether the idea works or not.
This shows strategically where
“With the advent of
digital consumption,
the industry has
moved from being
distribution centric
to being customer
centric.”
Digital Transformation Review N°03 - 38
the world is going and what
capabilities people might value.
Operationalizing
Digital
CC: What do you think
is more important for a
company when orchestrating
a digital transformation –
strategy or quick execution?
KB: Strategy in the digital
world is very important because
without strategy you are making
decisions on day-to-day basis
that are collectively not building
towards a single direction.
Without a direction there will
be random activities that are
duplicative and redundant.
It means the lessons are not
learned at every level of the
organization and mistakes are
repeated. It also means that you
don’t leverage the integration
of the customer experience and
39. Telescope
the customer insights; so we
need a very good strategy but
a flexible one over time. Along
with strategy it is also important
to have a series of measurable
quick wins as a build up to a
long-haul execution and ensure
that mistakes are not repeated.
“My approach has
always been to
cannibalize before
someone else does it,
it is a matter
of timing.”
However, it is important to
note that at the end of the day
it is the not the strategy that is
difficult but the execution of
the strategy.
CC: What do you see
as some of the biggest
challenges inherent in a
digital transformation?
KB: One of the biggest challenges
is the cultural transformation of
a company like PRISA around
thinking in a customer-centric
way. Traditional businesses that
have been successful have to
worry about cultural change
and their own employees. For
a large company like PRISA, it
is also a challenge to identify
the right pace of transformation
for each of its business areas.
“Globally there is
an acute shortage
of digital talent.”
The other issue is to align the
regulation between different
countries around privacy to a
common format because we
have a global internet with a
fragmented regulatory policy.
CC: In the last 2-3 years
have you seen any
cannibalization in your
existing business as a
result of your digital
transformation?
Digital Transformation Review N°03 - 39
KB: In the last couple of years
we have indeed cannibalized
our business. We launched
YOMVI which is the VOD
platform that allows you to get
Canal+ and other channels and
catalogues of movies without
having a set-top box. We
separated the content from the
box. It is very much possible
that some of the people who are
YOMVI subscribers will not use
set-top boxes.
My approach has always been
to cannibalize before someone
else does it. It is a matter of
timing i.e. when do you want to
cannibalize yourself and ensure
you do it before any other
business.
CC: At any point during
your transformation, did
you feel that there was a
shortage of digital talent?
KB: Globally there is an acute
shortage of digital talent. One
way of overcoming that is to
40. Telescope
Transforming a media player for the digital age
ensure that the existing scarce
talent is remunerated well.
However, this will also mean that
you are essentially subsidizing
your transformation. This has
an intensive cash flow effect.
“It is imperative
for organizations
to drive digital
transformation
top-down.”
Doing it right will require
the ability to identify the
right talent and in a quick
manner. Though there is good
compensation paid in digital
business, the competencies
required for digital are hard to
find, therefore the market for
digital talent is competitive.
CC: Given your experience
in digital, what would be
your guidance for companies
starting their digital
journey?
KB: It is extremely important
for organizations to be close to
their customers and understand
Digital Transformation Review N°03 - 40
their needs. Delivering value
and personal attention to
your customer is essential
to gain their confidence and
achieve customer satisfaction.
Therefore, to keep pace with the
digital wave, it is imperative for
organizations to drive digital
transformation top-down as
it provides the right platform
to achieve their objectives.
41. Special
guest
When medicine gets a digital lift
The digital environment
has had a huge impact on
health service delivery and
nowhere is this more apparent
than in India. Dr. Devi
Shetty is a practicing heart
specialist, also the chair of
the Narayana Hrudayalaya
group in Bangalore, where the
innovations are poised to go
worldwide. He therefore sees
the healthcare market both as
a manager controlling costs
and as a clinical practitioner
serving patients and their
needs. Capgemini Consulting
caught up with him.
Dr. Devi Prasad Shetty
Chairman and Heart Specialist
Narayana Hrudayalaya
Digital Transformation Review N°03 - 41
42. Special
guest
When medicine gets a digital lift
CC: First can you give us an idea
of the scale of operations for
which your health authority is
responsible?
DS: Narayana Hrudayalaya group
has close to 6,000 beds and an
approximately
similar
number
of outpatients is taken care of in
Narayana
Hrudayalaya group
has close to 6,000 beds
and approximately
a similar number of
outpatients is taken
care of in the hospital.
accounts on a daily basis. This, we
feel, is extremely important not just
for us but for hospitals across the
world. Looking at a profit and loss
account at the end of the month is
like looking at a post mortem report
– the patient is dead. Looking at a
PL account on a daily basis is a
the hospital. At our health city
CC: Technology has become very
diagnostic call that enables you
in Bangalore about 46% of the
important in your professional
to take remedial measures. The
patients are coming from lower
life, both as a practitioner and as a
fundamental concept is low cost.
socioeconomic
manager. Can you give us some sort
strata
whose
surgeries are funded by micro
of overview of what’s being used?
health
insurance
Scale of operations
programmes
DS: Right now what we’re using
like Yeshasvini or Arogyashree
is pretty much a basic patient
which are state sponsored; another
information system. I’ll give you
CC: What made you run this in
approximately 20% of the patients
an example. In the Indian health
the cloud?
do not come under any schemes -
scenario
important
DS: As I say, we have 14 hospitals
the hospital charitable wing raises
consideration is the cost. Of course
in 11 cities. We are in the process
money for their operation. In one
our main priority is treating a
of adding 30,000 beds in the next
state of Uttar Pradesh close to thirty
disease, but it has to be done at
seven years. There are 100 towns in
clinics and approximately 30,000
an affordable price. So we have
India with a population of between
patients are treated every month
an audit solution which is in the
half a million and one million where
as outpatients entirely free in those
cloud. This covers 14 hospitals in
there is no hospital. We have to scale
clinics. These patients get a medical
11 cities. Using it, at 12.00 midday
up our operations so that we can put
consultation and medicines free of
every day, all the senior doctors
information in from the Cayman
cost. This activity is funded as a
get an SMS with the profit and
Islands; scaling up becomes easier
charitable activity from our group
loss of the previous day. So we
in the cloud, and of course you can
hospitals.
run our organization by doing the
enter data in real time.
the
most
Digital Transformation Review N°03 - 42
43. Special
guest
CC: So can you tell us about
the
patient-facing
healthcare
applications?
DS:
We
years
smarter
believe
software
diagnoses
within
will
five
make
thandoctors,
and within ten years it will
become mandatory for doctors to get
a second opinion from the software
before starting the treatment.
We have started working on a
clinical, medical diagnostic system
with smart algorithms, with the
intelligence built in. When you
put the patient history and the
information into it, it gives you
three differential diagnoses. The
thing is, when a doctor gives a
diagnosis the problem is there is
no second opinion, that’s it. If the
CC: How long have you been using
so for us the constant worry is to
this as an organization?
keep our head above water. If you
DS: We have been doing this for
have a large budget you can afford
two years now.
to make mistakes, we can’t. This is
purely from the financial point of
CC: So presumably you have an
view of course, but that is a very
idea of the impact on your service?
important aspect of healthcare
DS: There has been a huge, huge
across the world.
delivery with a very thin margin,
Digital Transformation Review N°03 - 43
Within ten years
it will become
mandatory for doctors
to get a second opinion
from the software
before starting
the treatment.
44. Special
guest
When medicine gets a digital lift
patient needs a second opinion it is
concept so we need to use the
diagnostics
very expensive. The new system will
market leader, which is the iPad.
standardized and the amount of
supplement the first opinion with
Yes it’s expensive but we need it
mistakes come down significantly
three diagnostic options, so that’s
to be on the best and most familiar
compared
what we’re building now. It will take
products. We’re going to face a lot
doing things on paper. So quality
about a year and it will radically
of scepticism from our medical
of
change the way patients are taken
fraternity.
increased
care of. Patient care will become a
lot safer using this technology.
protocol
to
treatment
but
when
has
I
gets
we
were
definitely
don’t
think
patients have directly experienced
CC: Taking all of this technology
something different. Our patients
into account, both managerial and
aren’t likely to notice internal
CC: Interesting. Is this built on an
diagnostic, how does working in
changes, but for us the system of
existing system or are you starting
the digital environment affect
delivery has become flawless.
from scratch?
your
DS: We are building a totally new
patients and teams – and how they
and different system. It’s going to be
help you administer treatments?
based on iPads. It needs to be based
DS: Well, the patients don’t use
on a tablet which is portable because
the technology that much, and
on a hospital ward you can’t carry a
employees have no choice! They
laptop computer around.
use it because there is no paper
relationship
with
your
alternative in most places now.
CC: How will you implement the idea?
DS: We will start with the post-op
cardiac surgical unit, where we’re
Quality increase
CC: How does this help in terms of
now in the process of replacing all
of our ITU charts with the iPad.
Because of the
hospital management
system the patient
diagnostics protocol
gets standardized
and the amount of
mistakes come down
significantly.
CC: So has the digital technology
the remoteness of some of India?
in their healthcare had much of an
There’s a huge social imbalance,
CC: Why standardize on iPad rather
impact on the patients in India?
with large industrialised cities but
than Android? The cost is higher.
DS:
also with tiny isolated villages, it’s
DS: We’re coming up with a new
management system the patient
Because
of
the
hospital
Digital Transformation Review N°03 - 44
a very varied demographic.
45. Special
DS: People are used to technology.
We have 750 million users of mobile
guest
to the patient free of cost. This
Remote diagnoses
would have been unthinkable only
phones, and on those 600 million
a few years ago. So in terms of my
Indians are active. They communicate
CC: It’s clear that technology
profession, in terms of technology,
with each other – they not only
has saved money and improved
if we don’t have digital technology
talk, they send SMS text messages,
patient care, and there’s more to
there would be no way we could
so eventually these technologies
come. Are there any other ways in
standardize
have broken the communications
which your working life has been
healthcare. It would be like a Mom
problem already. Today people are
improved by technology?
and Pop operation, with no economies
very comfortable using technology
DS:
here because the mobile phones
technology there isn’t going to be
medication: in terms of medicines
have introduced them to electronic
affordable healthcare. First, from
we know exactly how much every
communication, sometimes without
the Indian perspective, technology
hospital has all the time, when the
words. So a very big revolution has
gives rich people what they always
expiry dates are, all the information
happened in India, it’s very cheap
had but in a better format. On the
we need in real time. And because
to communicate with each other.
other hand technology has given
of this we save money.
So in terms of communicating and
poor people something they could
being used to technology, without
only
realizing, people have embraced
you an example. In a remote
technology. Without realizing it
part of the country near Tripura, if
consciously, people are learning
someone has a heart attack and
and doing something new, they just
gets taken to the hospital, I can
do it automatically.
see the patient in ten minutes
CC: And because of that you deliver
You
ever
see,
dream
without
of.
using
I’ll
give
of
scale,
and
no
streamline
efficiencies.
our
Take
Without using
technology there isn’t
going to be affordable
healthcare.
through a video conference using
more services. We’ve spoken about
CC: Indeed, and in India the
satellite
can
India exclusively so far, though: can
phone is a more popular way of
see the patient, I can look at all
you think of any ways in which
connecting to the Internet than
the reports, I can talk to the family
it could be applied in other
through a computer.
members. Other than touching I can
territories whether developed or
DS: Exactly.
do everything. This service comes
emerging markets?
communications.
I
Digital Transformation Review N°03 - 45
46. Special
guest
When medicine gets a digital lift
DS: This is something that is not an
option. It has to be done. Look at the
Future plans
cost of healthcare; the US spends
anywhere near a hospital! In the last
eight years, though, the smartphones
– BlackBerry, iPhone, all of them –
$2.4-$2.5 trillion on healthcare and
CC: So what’s going to be the
introduced doctors to the beautiful
45 million people have no access to
next big development, the next
world of technology. They started
it. The US spends 17% of its GDP on
milestone, in this process?
finding how to send emails, how to
healthcare.
DS: The next important step is the
receive emails, how to communicate
We spend 1% of the GDP. We believe
algorithm that will come up with the
with each other without talking,
that India will become the first
diagnosis.
and now we’re comfortable with the
country in the world to disassociate
technology. So now we’re telling
healthcare from affluence. We want
CC: And that’s going to be around
the software guys, look, here’s what
to prove to the world that you don’t
in five years and, you believe,
we demand, produce it! Earlier, the
have to be a rich country to offer
mandatory in ten years. Has the
software guys wanted to talk to us
healthcare to your citizens because
digital environment had more of
and we didn’t want to talk to them.
healthcare is an industry that is
an impact on healthcare than other
not dependent on natural resources
industries or is this typical?
CC: And this could go worldwide?
like coal or other products like steel
DS: The healthcare industry is the
DS: The cost of healthcare across
or cement. In those industries you
last industry to embrace technology.
the world will come down by
can’t control the cost because it’s
Today if I’m correct, only 18%
75%. This will happen – can
dependent on the input cost, whereas
of US hospitals are using any
only happen - through massive
healthcare is totally dependent on
significant technology for their IT
utilization
human skills, which can be scaled up.
infrastructure, so healthcare is the
This isn’t a problem, we have a
last area to embrace this. Why this
1.2 billion population and we
has happened is because today the
produce 128 million babies a year.
doctors at the helm of delivery are
They can be trained to take care of
of my generation and when we grew
the sick. So we believe that a major
up there were no computers. When
transformation will happen in this
someone delivered a box with a
country and that can never happen
keyboard we got scared because we’d
without using technology.
never used it, we branded it as useless
and ensured that they didn’t come
Digital Transformation Review N°03 - 46
of
technology.
47. About Capgemini Consulting
Capgemini Consulting is the global strategy and transformation
consulting organization of the Capgemini Group, specializing in
advising and supporting enterprises in significant transformation,
from innovative strategy to execution and with an unstinting
focus on results. With the new digital economy creating
significant disruptions and opportunities, our global team of
over 3,600 talented individuals work with leading companies
and governments to master Digital Transformation, drawing on
our understanding of the digital economy and our leadership in
business transformation and organizational change.
Find out more at: www.capgemini-consulting.com
About Capgemini
With around 120,000 people in 40 countries, Capgemini is one
of the world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues of
EUR 9.7 billion. Together with its clients, Capgemini creates and
delivers business and technology solutions that fit their needs and
drive the results they want. As a deeply multicultural organization,
Capgemini has developed its own way of working, the Collaborative
Business Experience™, and draws on Rightshore®, its worldwide
delivery model.
Learn more about us at: www.capgemini.com