Private Equity Funds can unlock substantial value creation with the digital transformation of their portfolio companies. The briefing, prepared together with my colleague Giovanni Calia, shows how we support digital value creation in three areas:
i) eCommerce - Even laggard industries see (B2B) eCommerce gain traction
ii) Process Automation - There is on average 20-40% attainable efficiency potential
iii) New Products & Services: Especially, value-added digital services represent a major growth driver
Most portfolio companies lack internal capabilities to identify and address this potential. goetzpartners applies sound diagnostics including our digital maturity survey, internal belief audits, and external market sounding to create full transparency on the digital value creation potential of portfolio companies. In an expedite second project phase the north star strategy and a roadmap with prioritized quick wins is developed jointly with the management of the companies. The subsequent implementation of initiatives is supported by applying agile methods, leading technology partners, effective tracking with a P&L link, and a hands-on enabling approach.
goetzpartners is a trusted partner of private equity clients with a strong track record of more than 450 projects. For our digital value creation work, we leverage the experience from various digital transformation and performance improvement programs with hundreds of implemented digitalization initiatives. We bring to the table a unique network of highly regarded digitalization experts and technology partners to assure that every recommendation and planned action is set up for success.
As always, feel free to let me know if you would like to discuss how this applies to your situation.
Intelligent Automation is getting on the agenda at more and more companies. The reasons are obvious. First of all, process automation can substantially raise performance – efficiency, speed, compliance. Secondly, by making data available and processes digitally steerable, it creates the basis for new business models and data-driven innovation. But many of those responsible for driving automation face the difficult challenge of identifying the proper automation solution. There is a myriad of technologies available, ranging from Custom Scripts to Machine Reasoning. And most sales representatives of technology vendors act like the proverbial guy with the hammer, for whom every problem looks like a nail.
Mind the Gap: Bridging the Divide Between the Business and Agile/DevOps Teams...DevOps.com
Software delivery organizations have transformed the way they develop and deliver software, adopting Agile and DevOps practices to help them achieve ambitious business targets. But as more teams see success with these methods, they’re finding that there’s a disconnect keeping them from reaching their full potential.
Join us as featured guest Chris Condo, Sr. Analyst at Forrester discusses findings from their recent report on value stream management and how organizations are bridging the gap between the business and their Agile and DevOps teams to maintain their competitive edge.
We’ll discuss how adopting value stream management enables IT leadership to:
Track the flow of work across the entire lifecycle, from ideation to production and back through feedback loops
Get beyond localized optimization to measure and improve the speed at which functionality is being delivered to customers
Relate value stream delivery to business objectives like revenue and customer retention
Value Stream Management and the Next Decade of DevOpsDevOps.com
As DevOps enters its second decade, it’s time to re-evaluate your strategy.
Organizations can easily fall into the trap of settling for “good enough” because measuring productivity and flow across varying teams and systems is challenging. That’s where value stream management comes in.
Join HCL UrbanCode leaders, Brian Muskoff and Steve Boone, for a conversation about scaling your DevOps strategy by focusing on data and culture through value stream management. In this webinar, we’ll cover:
What is value stream management and how it works in a DevOps culture
How to harvest opportunity from your DevOps pain points
The resources you need to successfully implement a value stream management approach
This webinar is especially beneficial for technology executives, transformation leaders and DevOps managers who are responsible for their DevOps strategic direction.
Digital transformation roadmap 16th july 2018 v1.1Chandresh Adhiya
Most companies embark on Digital Transformation Journey without really thinking about end to end picture.
Based on our Consulting Experience across various industries and geographies , we have compiled Digital Transformation Roadmap.
(if you need editable ppt please read last slide)
Following are broad steps as described in this presentation:
1. IT Diagnostics (People, Process & Technology)
2. Digital Transformation Gap Assessment
3. IT Strategy & Governance Framework
4. Enterprise Architecture & IT Services Roadmap
5. Business Case & Benefit Realization Roadmap
6. Systems Evaluation & Selection
7. System Integrator Evaluation & Selection
8.Program Governance & Management (Enterprise & Satellite PMOs)
8.1 PMO for IT Projects Portfolio
9. IT Services Value & Risk Assessment
10. IT Service Management Maturity Improvement
11. Virtual CIO Office Support Services
12. Tailored Specialized Solutions & Services
Cloud Transformation: A Pragmatic ApproachCapgemini
http://www.capgemini.com/cloud-services
The Cloud economy has set a new benchmark for making easy, quick, and flexible solutions widely available. Theoretically, this offers businesses a fast, cost effective way to solve business challenges.
However, new challenges are being discovered. How will businesses orchestrate Cloud services across departments, technologies and disparate vendors? How will business processes and information be optimized instead of fragmented?
In this session, Capgemini shares first hand experiences and methodologies to mitigate risk and optimize Cloud adoption. After all, the Cloud should simplify doing business, not complicate it!
Presented by Paul Nannetti, Capgemini Corporate Vice President, Global Sales and Portfolio Director, at Oracke CloudWorld, 17 April 2014.
This presentation will address key P2P trends within the overall Procurement landscape. Whether it is the buzz around robotic technology, digital transformation or IoT, understanding trends in P2P becomes more valuable when seen in a business context.
• Trends reinventing Procure-to-Pay in 2018
• Best practices defining vendor management, savings maximization, procurement and invoicing automation, catalog management and technological integrations
• How procurement leaders should interpret these trends in their business contexts
• How to plan and take action ahead of a procurement transformation
Reducing the cost of HR by using SAP SuccessFactors, explore how NGA HR trans...NGA Human Resources
Explore in this webinar recording how NGA HR successfully completed their digital HR journey beginning 2018, moving from SAP On Premise to the cloud.
Our own digital HR success story: the launch of OneHR Shared Services, in more than 35 countries, unifying and improving the employee experience and engagement for all 5.300 NGA employees worldwide with SAP SuccessFactors.
NGA’s Chief People Officer, Michael Rogers reveal how NGA HR increased productivity, reduced the cost of HR processes through a combination of forming the OneHR Shared Services and utilising the digital HR capabilities of SAP SuccessFactors. Also improving employee engagement through continuous performance management.
You’ll gain insights into:
• NGA’s journey – why NGA HR needed to change
• The NGA as-was and who/where NGA HR is today
• Threats and drivers for change
• Why digital HR is the core enabler to improve the employee experience
• The benefits of OneHR, to NGA HR and the employees
• Best practices, tips and tricks and lessons learnt
Watch the webinar recording: https://www.ngahr.com/hr-libraries/webinar_onehr
Intelligent Automation is getting on the agenda at more and more companies. The reasons are obvious. First of all, process automation can substantially raise performance – efficiency, speed, compliance. Secondly, by making data available and processes digitally steerable, it creates the basis for new business models and data-driven innovation. But many of those responsible for driving automation face the difficult challenge of identifying the proper automation solution. There is a myriad of technologies available, ranging from Custom Scripts to Machine Reasoning. And most sales representatives of technology vendors act like the proverbial guy with the hammer, for whom every problem looks like a nail.
Mind the Gap: Bridging the Divide Between the Business and Agile/DevOps Teams...DevOps.com
Software delivery organizations have transformed the way they develop and deliver software, adopting Agile and DevOps practices to help them achieve ambitious business targets. But as more teams see success with these methods, they’re finding that there’s a disconnect keeping them from reaching their full potential.
Join us as featured guest Chris Condo, Sr. Analyst at Forrester discusses findings from their recent report on value stream management and how organizations are bridging the gap between the business and their Agile and DevOps teams to maintain their competitive edge.
We’ll discuss how adopting value stream management enables IT leadership to:
Track the flow of work across the entire lifecycle, from ideation to production and back through feedback loops
Get beyond localized optimization to measure and improve the speed at which functionality is being delivered to customers
Relate value stream delivery to business objectives like revenue and customer retention
Value Stream Management and the Next Decade of DevOpsDevOps.com
As DevOps enters its second decade, it’s time to re-evaluate your strategy.
Organizations can easily fall into the trap of settling for “good enough” because measuring productivity and flow across varying teams and systems is challenging. That’s where value stream management comes in.
Join HCL UrbanCode leaders, Brian Muskoff and Steve Boone, for a conversation about scaling your DevOps strategy by focusing on data and culture through value stream management. In this webinar, we’ll cover:
What is value stream management and how it works in a DevOps culture
How to harvest opportunity from your DevOps pain points
The resources you need to successfully implement a value stream management approach
This webinar is especially beneficial for technology executives, transformation leaders and DevOps managers who are responsible for their DevOps strategic direction.
Digital transformation roadmap 16th july 2018 v1.1Chandresh Adhiya
Most companies embark on Digital Transformation Journey without really thinking about end to end picture.
Based on our Consulting Experience across various industries and geographies , we have compiled Digital Transformation Roadmap.
(if you need editable ppt please read last slide)
Following are broad steps as described in this presentation:
1. IT Diagnostics (People, Process & Technology)
2. Digital Transformation Gap Assessment
3. IT Strategy & Governance Framework
4. Enterprise Architecture & IT Services Roadmap
5. Business Case & Benefit Realization Roadmap
6. Systems Evaluation & Selection
7. System Integrator Evaluation & Selection
8.Program Governance & Management (Enterprise & Satellite PMOs)
8.1 PMO for IT Projects Portfolio
9. IT Services Value & Risk Assessment
10. IT Service Management Maturity Improvement
11. Virtual CIO Office Support Services
12. Tailored Specialized Solutions & Services
Cloud Transformation: A Pragmatic ApproachCapgemini
http://www.capgemini.com/cloud-services
The Cloud economy has set a new benchmark for making easy, quick, and flexible solutions widely available. Theoretically, this offers businesses a fast, cost effective way to solve business challenges.
However, new challenges are being discovered. How will businesses orchestrate Cloud services across departments, technologies and disparate vendors? How will business processes and information be optimized instead of fragmented?
In this session, Capgemini shares first hand experiences and methodologies to mitigate risk and optimize Cloud adoption. After all, the Cloud should simplify doing business, not complicate it!
Presented by Paul Nannetti, Capgemini Corporate Vice President, Global Sales and Portfolio Director, at Oracke CloudWorld, 17 April 2014.
This presentation will address key P2P trends within the overall Procurement landscape. Whether it is the buzz around robotic technology, digital transformation or IoT, understanding trends in P2P becomes more valuable when seen in a business context.
• Trends reinventing Procure-to-Pay in 2018
• Best practices defining vendor management, savings maximization, procurement and invoicing automation, catalog management and technological integrations
• How procurement leaders should interpret these trends in their business contexts
• How to plan and take action ahead of a procurement transformation
Reducing the cost of HR by using SAP SuccessFactors, explore how NGA HR trans...NGA Human Resources
Explore in this webinar recording how NGA HR successfully completed their digital HR journey beginning 2018, moving from SAP On Premise to the cloud.
Our own digital HR success story: the launch of OneHR Shared Services, in more than 35 countries, unifying and improving the employee experience and engagement for all 5.300 NGA employees worldwide with SAP SuccessFactors.
NGA’s Chief People Officer, Michael Rogers reveal how NGA HR increased productivity, reduced the cost of HR processes through a combination of forming the OneHR Shared Services and utilising the digital HR capabilities of SAP SuccessFactors. Also improving employee engagement through continuous performance management.
You’ll gain insights into:
• NGA’s journey – why NGA HR needed to change
• The NGA as-was and who/where NGA HR is today
• Threats and drivers for change
• Why digital HR is the core enabler to improve the employee experience
• The benefits of OneHR, to NGA HR and the employees
• Best practices, tips and tricks and lessons learnt
Watch the webinar recording: https://www.ngahr.com/hr-libraries/webinar_onehr
What Source-to-Pay Leaders Need to Know About Robotic Process Automation Zycus
Need more insights?
An On-Demand Webinar on the topic "What Source-to-Pay Leaders Need to Know About Robotic Process Automation?" can be accessed here: http://zyc.us/2Cf9ZNl
According to a Wall Street Journal survey of CPO's in 2017, the "deployment of automation and robotics within their function will steadily increase". Specifically, 50% of respondents said their procurement teams "make some use of these technologies" today, but expect usage to rise to 93% by 2025." Driving this transformation to a more streamlined procurement process utilizing innovations such as Robotic Process Automation or RPA is the need to free up humans from mundane and repetitive tasks so that we can focus on more strategic endeavors.
In this presentation, Procurement Insights' Jon Hansen will focus on answering the following three critical questions regarding the advent of RPA:
What is Robotic Process Automation?
How will RPA be used in the procurement process?
How will procurement benefit from RPA?
The pledge of Robotics Process Automation in the S2P Space
Impact on the Purchase to Pay process
Digital Reinvention: Understanding Procurement’s Importance In The Emerging D...Zycus
The impact of technological breakthroughs in the emerging digital age is significant not only for procurement but for the enterprise as a whole. The reason for this is that 70% of digital innovations in industry “are delivered through the supply chain.”
Despite the important role that an organization’s supply chain plays in digital success, a McKinsey study found that of the companies that participated in their survey, only 2 percent report that the supply chain is part of their “forward-looking digital strategies.”
This 2 percent revelation raises two very important questions:
1. Why despite its recognized importance to organizations regarding the realization of their digital objectives is procurement not even on the radar screen?
2. What can procurement professionals do to elevate its presence and influence in the emerging digital world?
Join Procurement Insights’ Jon Hansen to answer these as well as other important questions regarding procurement’s digital reinvention along with the guest panel of industry thought leaders, Colin Cram & Rob Handfield who will talk about what must take place for you and your organization to digitally reinvent your future success.
Business Case Calculator for DevOps Initiatives - Leading credit card service...Capgemini
The 2015 World Quality Report data reveals that 61% of respondent’s rate time-to-market as very important which is the key reason for the proliferation of DevOps. The biggest ingredient is speed based on efficiencies upstream and in operations. Technology leaders now need to wear a business hat and build their strategy based on cost to achieve desired velocity as opposed to cost savings.
Join MasterCard and Capgemini to learn about a real time to market driven DevOps business case calculator with technology, process and tool components.
Presented at HPE Discover Las Vegas 2016.
Fred Isbell SAPinsider Projects 2016 Session: Making a Business Case for Clou...Fred Isbell
Building a business case for cloud and digital transformation: Issues, considerations, and best practices
Cloud computing is a disruptive technology and a key innovation for digital transformation. Attend this session to learn how to address innovations in your SAP projects and kick-start new initiatives that embrace cloud, big data and analytics, and social/digital solutions. You will:
• Review the “next wave” of innovation and business solutions, impacting both IT and Line of Business (LoB)
• Get key insights from industry influencers and experts to assist in building a business case
• Explore case studies from SAP projects, including key results and business impact and best practices to managing innovative project
Why IBM for SuccessFactors? Transforming to a state of the art complete HR solution is critical for enterprises today. IBM and SAP together provide complete solutions to enable enterprises to leverage the full potential from their SuccessFactors HR solutions.
2019 CIO Think Tank: Pathways to Multicloud TransformationIBM
By 2021, 98% of organizations plan to adopt multicloud architectures, but only 41% have a multicloud management strategy and just 38% have procedures and tools to operate a multicloud environment. As an IT leader you don't want to stifle forays into multicloud as it is an engine to efficiently support growth, innovation and transformation, however, it can be one of the most challenging changes that organizations face.
During the Think Tank we’ll discuss:
- Opportunities and inherent challenges for organizations as applications across categories migrate to multicloud
- Stages of multicloud transformation
- Best practices from organizations that are succeeding with a multicloud environments
Understand the What, Why & How of Digital Transformation Featuring 451 ResearchVMware Tanzu
Why did we hear so much about “Digital Transformation” in 2016, and frankly what does it mean? While it's easy to dismiss the phrase with an eye-roll, there's no better phrase to represent improving how IT is used to help drive business innovation...and the huge changes organizations must go through to be successful. This webinar with Nick Patience, Research Vice President for 451 Research's software team, and Michael Coté of Pivotal will discuss a pragmatic definition and approach to Digital Transformation as seen through the experiences of organizations who've lived through it.
Digital Transformation is about fundamentally rebuilding business and IT processes, not just about building apps. 451 Research defines Digital Transformation as “a result of IT innovation that is aligned with and driven by a well-planned business strategy, with the goal of transforming how organizations serve customers, employees and partners.” Some main features of a successful transformation include the ability to quickly react to market demands, and use information to make better decisions and serve constituents more effectively.
In this webinar Nick Patience of 451 Research and Pivotal’s Michael Cote will discuss:
- Why now is the time for Digital Transformation
- How the balance of power between customer and provider contributes to this new revolution
- Shifting priorities that require new practices and processes and the technical tools and platforms that support them
- Real-world examples of organizations that have been there (we’ll share all the gorey details, including what worked and didn't work for them)
View the webinar here: https://www.brighttalk.com/webcast/14891/242781
The Infrastructure backbone is the core to any successful business. Customers planning their move to SAP S/4 HANA rely on Capgemini and HPE to modernize that core. Complexities can arise that delay companies from moving to SAP S/4 HANA. However, many customers are realizing near-term business value by modernizing now. Together we deliver a HANA ready environment today and a clear path to SAP S/4 HANA tomorrow.
Join us to learn how HPE and Capgemini jointly deliver modernization assessments that will help you define your organization's transformation.
Presented at HPE Discover Las Vegas 2016.
Building Capabilities for the Future and Catalyzing Transformation through G...SSFIndia1
Building Capabilities for the Future and Catalyzing Transformation through Global In-house Centers
By H Karthik
Partner, Global Sourcing Practice
Everest Group
(ISM308) 9 Best Practices to Avoid Stalled Cloud TransformationAmazon Web Services
You've successfully completed proofs-of-concept using the cloud. You've staffed a cross-functional cloud tiger team to define standards. You've communicated broadly and won executive support. Why is your cloud transformation program stalling? If this sounds familiar, know that you're not alone. Many organizations experience program delays, with some delays lasting 12 months or longer. We spoke with leaders, project consultants, and engineers from mature organizations that have successfully accelerated through program delays. In this session, we discuss what we learned about why cloud transformation programs stall even when you do everything right and share nine best practices for avoiding or breaking through a delay.
This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions.
“How to win friends and save money”
Improve your efficiency by 40%+ using process improvement, technology, and data solutions.
The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment.
Key topics include:
1) Streamlining processes and improving turnaround time
2) Enhancing staff productivity while reducing errors
3) Improving pricing and customer insights with data federation
4) Modernizing legacy systems
5) Enabling customer self-services and mobile
How Deloitte Uses AI to Simplify Reporting and Increase ValueAmazon Web Services
In this webinar, you’ll learn how Deloitte, a multinational consultancy, solves client pain points around employee efficiency, scale, regulatory compliance, and customer engagement using Quill, a NLG solution created by Narrative Science and deployed on AWS. You’ll learn how you can easily get started with artificial intelligence on AWS to derive deeper insights, improve operational efficiency, enhance customer experiences, and meet compliance requirements.
Join our webinar to learn:
- How NLG can solve problems around internal reporting, operational efficiency, and regulatory compliance
- How Deloitte delivered transformative solutions both internally and to clients on AWS while saving over $600K
- How to get started with NLG in your organization
Will you lead or lag? Modernizing enterprise applications to succeed in digit...IBM
Digital transformation is all around us—every industry worldwide is experiencing it and it's not a "one and done" event. What separates leaders and laggards in digital transformation? Learn from IBM client case studies on how they are succeeding at digital reinvention, including key actions they are taking and the quantitative results they are realizing. Additionally, hear about the key findings from the IBM commissioned Forrester global study that uncovered the importance of enterprise applications as the critical foundation to enable success in digital transformation. The study documents the best practices and results of organizations that are succeeding at digital reinvention.
Market intelligence services for HP/HPELemon Sales
Lemon has been named by HP as Awarded Supplier under Agreement CW387232 for Marketing Intelligence in July 2014.
Available for HP Inc and Hewlett-Packard Enterprise companies.
DevOps provides the ability to increase time to market to an new level. The question is no longer if we need to speed up our delivery. The challenge is to find the right „pace“ for your product. Not every organization and every product needs to run at the speed of Netflix and Spotify, even if we’d like it to be like this. We need to adjust the organization, processes and tools appropriatly and to identify the real bottlenecks in the delivery pipeline continuously. And by the way, we need to justify our investment in the DevOps mission. Are we just automating the current processes or can we use this DevOps thing to really support our business? In this talk, I’d like to discuss with you how to find the right design for your delivery process and your organization to behave as a business enabler and how you can scale DevOps within your organization without loosing agility. Let’s explore how we can listen carefully to the unknown customer out there and to build software they really like in the speed of your business.
Measuring Performance in a Future Media WorldOrigami Logic
As brands expand their use of digital media and adtech to engage and build relationships with consumers, the ability to translate performance data into meaningful insights about what’s working and what’s not has become an essential part of marketing success. According to a new report published by Brand Innovators and Origami Logic, however, only 3 out of 10 marketers currently excel in their efforts to extract insights from their marketing performance data. We’ll dive into the survey findings and explore why 80% of marketers are putting more focus on measuring performance in 2017. You’ll walk away with practical tips about how your organization can improve its measurement effectiveness.
What Source-to-Pay Leaders Need to Know About Robotic Process Automation Zycus
Need more insights?
An On-Demand Webinar on the topic "What Source-to-Pay Leaders Need to Know About Robotic Process Automation?" can be accessed here: http://zyc.us/2Cf9ZNl
According to a Wall Street Journal survey of CPO's in 2017, the "deployment of automation and robotics within their function will steadily increase". Specifically, 50% of respondents said their procurement teams "make some use of these technologies" today, but expect usage to rise to 93% by 2025." Driving this transformation to a more streamlined procurement process utilizing innovations such as Robotic Process Automation or RPA is the need to free up humans from mundane and repetitive tasks so that we can focus on more strategic endeavors.
In this presentation, Procurement Insights' Jon Hansen will focus on answering the following three critical questions regarding the advent of RPA:
What is Robotic Process Automation?
How will RPA be used in the procurement process?
How will procurement benefit from RPA?
The pledge of Robotics Process Automation in the S2P Space
Impact on the Purchase to Pay process
Digital Reinvention: Understanding Procurement’s Importance In The Emerging D...Zycus
The impact of technological breakthroughs in the emerging digital age is significant not only for procurement but for the enterprise as a whole. The reason for this is that 70% of digital innovations in industry “are delivered through the supply chain.”
Despite the important role that an organization’s supply chain plays in digital success, a McKinsey study found that of the companies that participated in their survey, only 2 percent report that the supply chain is part of their “forward-looking digital strategies.”
This 2 percent revelation raises two very important questions:
1. Why despite its recognized importance to organizations regarding the realization of their digital objectives is procurement not even on the radar screen?
2. What can procurement professionals do to elevate its presence and influence in the emerging digital world?
Join Procurement Insights’ Jon Hansen to answer these as well as other important questions regarding procurement’s digital reinvention along with the guest panel of industry thought leaders, Colin Cram & Rob Handfield who will talk about what must take place for you and your organization to digitally reinvent your future success.
Business Case Calculator for DevOps Initiatives - Leading credit card service...Capgemini
The 2015 World Quality Report data reveals that 61% of respondent’s rate time-to-market as very important which is the key reason for the proliferation of DevOps. The biggest ingredient is speed based on efficiencies upstream and in operations. Technology leaders now need to wear a business hat and build their strategy based on cost to achieve desired velocity as opposed to cost savings.
Join MasterCard and Capgemini to learn about a real time to market driven DevOps business case calculator with technology, process and tool components.
Presented at HPE Discover Las Vegas 2016.
Fred Isbell SAPinsider Projects 2016 Session: Making a Business Case for Clou...Fred Isbell
Building a business case for cloud and digital transformation: Issues, considerations, and best practices
Cloud computing is a disruptive technology and a key innovation for digital transformation. Attend this session to learn how to address innovations in your SAP projects and kick-start new initiatives that embrace cloud, big data and analytics, and social/digital solutions. You will:
• Review the “next wave” of innovation and business solutions, impacting both IT and Line of Business (LoB)
• Get key insights from industry influencers and experts to assist in building a business case
• Explore case studies from SAP projects, including key results and business impact and best practices to managing innovative project
Why IBM for SuccessFactors? Transforming to a state of the art complete HR solution is critical for enterprises today. IBM and SAP together provide complete solutions to enable enterprises to leverage the full potential from their SuccessFactors HR solutions.
2019 CIO Think Tank: Pathways to Multicloud TransformationIBM
By 2021, 98% of organizations plan to adopt multicloud architectures, but only 41% have a multicloud management strategy and just 38% have procedures and tools to operate a multicloud environment. As an IT leader you don't want to stifle forays into multicloud as it is an engine to efficiently support growth, innovation and transformation, however, it can be one of the most challenging changes that organizations face.
During the Think Tank we’ll discuss:
- Opportunities and inherent challenges for organizations as applications across categories migrate to multicloud
- Stages of multicloud transformation
- Best practices from organizations that are succeeding with a multicloud environments
Understand the What, Why & How of Digital Transformation Featuring 451 ResearchVMware Tanzu
Why did we hear so much about “Digital Transformation” in 2016, and frankly what does it mean? While it's easy to dismiss the phrase with an eye-roll, there's no better phrase to represent improving how IT is used to help drive business innovation...and the huge changes organizations must go through to be successful. This webinar with Nick Patience, Research Vice President for 451 Research's software team, and Michael Coté of Pivotal will discuss a pragmatic definition and approach to Digital Transformation as seen through the experiences of organizations who've lived through it.
Digital Transformation is about fundamentally rebuilding business and IT processes, not just about building apps. 451 Research defines Digital Transformation as “a result of IT innovation that is aligned with and driven by a well-planned business strategy, with the goal of transforming how organizations serve customers, employees and partners.” Some main features of a successful transformation include the ability to quickly react to market demands, and use information to make better decisions and serve constituents more effectively.
In this webinar Nick Patience of 451 Research and Pivotal’s Michael Cote will discuss:
- Why now is the time for Digital Transformation
- How the balance of power between customer and provider contributes to this new revolution
- Shifting priorities that require new practices and processes and the technical tools and platforms that support them
- Real-world examples of organizations that have been there (we’ll share all the gorey details, including what worked and didn't work for them)
View the webinar here: https://www.brighttalk.com/webcast/14891/242781
The Infrastructure backbone is the core to any successful business. Customers planning their move to SAP S/4 HANA rely on Capgemini and HPE to modernize that core. Complexities can arise that delay companies from moving to SAP S/4 HANA. However, many customers are realizing near-term business value by modernizing now. Together we deliver a HANA ready environment today and a clear path to SAP S/4 HANA tomorrow.
Join us to learn how HPE and Capgemini jointly deliver modernization assessments that will help you define your organization's transformation.
Presented at HPE Discover Las Vegas 2016.
Building Capabilities for the Future and Catalyzing Transformation through G...SSFIndia1
Building Capabilities for the Future and Catalyzing Transformation through Global In-house Centers
By H Karthik
Partner, Global Sourcing Practice
Everest Group
(ISM308) 9 Best Practices to Avoid Stalled Cloud TransformationAmazon Web Services
You've successfully completed proofs-of-concept using the cloud. You've staffed a cross-functional cloud tiger team to define standards. You've communicated broadly and won executive support. Why is your cloud transformation program stalling? If this sounds familiar, know that you're not alone. Many organizations experience program delays, with some delays lasting 12 months or longer. We spoke with leaders, project consultants, and engineers from mature organizations that have successfully accelerated through program delays. In this session, we discuss what we learned about why cloud transformation programs stall even when you do everything right and share nine best practices for avoiding or breaking through a delay.
This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions.
“How to win friends and save money”
Improve your efficiency by 40%+ using process improvement, technology, and data solutions.
The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment.
Key topics include:
1) Streamlining processes and improving turnaround time
2) Enhancing staff productivity while reducing errors
3) Improving pricing and customer insights with data federation
4) Modernizing legacy systems
5) Enabling customer self-services and mobile
How Deloitte Uses AI to Simplify Reporting and Increase ValueAmazon Web Services
In this webinar, you’ll learn how Deloitte, a multinational consultancy, solves client pain points around employee efficiency, scale, regulatory compliance, and customer engagement using Quill, a NLG solution created by Narrative Science and deployed on AWS. You’ll learn how you can easily get started with artificial intelligence on AWS to derive deeper insights, improve operational efficiency, enhance customer experiences, and meet compliance requirements.
Join our webinar to learn:
- How NLG can solve problems around internal reporting, operational efficiency, and regulatory compliance
- How Deloitte delivered transformative solutions both internally and to clients on AWS while saving over $600K
- How to get started with NLG in your organization
Will you lead or lag? Modernizing enterprise applications to succeed in digit...IBM
Digital transformation is all around us—every industry worldwide is experiencing it and it's not a "one and done" event. What separates leaders and laggards in digital transformation? Learn from IBM client case studies on how they are succeeding at digital reinvention, including key actions they are taking and the quantitative results they are realizing. Additionally, hear about the key findings from the IBM commissioned Forrester global study that uncovered the importance of enterprise applications as the critical foundation to enable success in digital transformation. The study documents the best practices and results of organizations that are succeeding at digital reinvention.
Market intelligence services for HP/HPELemon Sales
Lemon has been named by HP as Awarded Supplier under Agreement CW387232 for Marketing Intelligence in July 2014.
Available for HP Inc and Hewlett-Packard Enterprise companies.
DevOps provides the ability to increase time to market to an new level. The question is no longer if we need to speed up our delivery. The challenge is to find the right „pace“ for your product. Not every organization and every product needs to run at the speed of Netflix and Spotify, even if we’d like it to be like this. We need to adjust the organization, processes and tools appropriatly and to identify the real bottlenecks in the delivery pipeline continuously. And by the way, we need to justify our investment in the DevOps mission. Are we just automating the current processes or can we use this DevOps thing to really support our business? In this talk, I’d like to discuss with you how to find the right design for your delivery process and your organization to behave as a business enabler and how you can scale DevOps within your organization without loosing agility. Let’s explore how we can listen carefully to the unknown customer out there and to build software they really like in the speed of your business.
Measuring Performance in a Future Media WorldOrigami Logic
As brands expand their use of digital media and adtech to engage and build relationships with consumers, the ability to translate performance data into meaningful insights about what’s working and what’s not has become an essential part of marketing success. According to a new report published by Brand Innovators and Origami Logic, however, only 3 out of 10 marketers currently excel in their efforts to extract insights from their marketing performance data. We’ll dive into the survey findings and explore why 80% of marketers are putting more focus on measuring performance in 2017. You’ll walk away with practical tips about how your organization can improve its measurement effectiveness.
Agile Practices for Transitioning to SAP S/4HANA® panayaofficial
Attend this webinar for advice on best practices for transitioning to SAP S/4HANA. Topics include:
Uncovering five tips for organizations that want to implement both SAP S/4HANA and agile practices
Understanding the changes that a move to SAP S/4HANA requires
Selecting the best-fit solution to support a transition to SAP S/4HANA
A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies to drive exponential business impact. To facilitate digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich product capabilities, such as the Bay Area (US) and Bangalore (India).
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
[Earley] Building a Successful Digital Transformation RoadmapDuy, Vo Hoang
Digital transformation will be a top priority for boardroom
executives during 2016. Here are some data points:
• 125,000 enterprises expect revenue from their digital
initiatives to increase by 80% by 2020 (Gartner)
• Digital transformation initiatives will more than double by
2020, from 22% to almost 50% (IDC)
• Only 27% of businesses have a coherent digital strategy for
creating customer value in place (Forrester)
Are you ready for digital transformation? Do you have a digital
transformation roadmap? Does it lay a solid foundation for a
successful transition to your future digital business? In order to
succeed, you need to start with a current assessment, identify
gaps and define the actions and resources required to fill those
gaps along the four paths of people, process, technology and
content.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
Revenue growth requires more than IT cost-cutting and increased efficiencies. Across industries, top-line growth requires a focus on customer relevance and on sales, marketing and service effectiveness.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
The Road to Digital Maturity for Investment ManagersKurtosys Systems
Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in theroad to digital maturity with investment managers in mind.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
In the Adani-Hindenburg case, what is SEBI investigating.pptx
Digital Value Creation for Portfolio Companies
1. Digital Value Creation for Portfolio Companies
INTRODUCTION TO GOETZPARTNERS APPROACH | NOVEMBER 2019
2. 2
Executive Summary
ROBUST APPROACH
FROM DIAGNOSTICS
TO SCALING
2
◼ We apply sound diagnostics including our digital maturity survey, internal belief audits, and external market
sounding to create full transparency on the digital value creation potential of the portfolio
◼ In an expedite second phase the north star strategy and a roadmap with prioritized quick wins is
developed jointly with the management of the companies
◼ The implementation of initiatives is supported on a as-needed basis applying agile methods, leading
technology partners, effective tracking with P&L link, and a hands-on enabling approach
UNTAPPED
DIGITAL VALUE
CRATION POTENTIAL
1
◼ There is substantial value creation potential in three areas:
i. eCommerce: Even laggard industries see (B2B) eCommerce gain traction
ii. Process Automation: There is on average 20-40% attainable automation potential
iii. New Products & Services: Value-added digital services represent a major growth driver
GOETZPARTNERS IS THE
RIGHT DIGITAL VALUE
CREATION PARTNER
3
◼ goetzpartners is a trusted partner of private equity clients with a strong track record of >450 projects
◼ For our digital value creation work we leverage the experience from various digital transformation and
performance improvement programs with hundreds of implemented digitalization initiatives
◼ We bring to the table a unique network of highly regarded digitalization experts and technology partners
◼ Portfolio companies lack the internal capabilities to identify and address this potential
3. 3
The three biggest digital value levers are
intelligent automation, increased eCommerce
sales, and new digital products and services
Core Beliefs
Source: goetzpartners
The customer is the arbitrator judging all
efforts, who has to be involved as early as possible
and with the perspective always end-to-end
Think and act in networks, build ecosystems and
involve different players and experts in their field to
deliver robust solutions at speed
Agile working methods are at the core of
digitalization success; efficient prioritization,
iterative development, fail fast or aggressive scaling
Most companies can create a self-funding journey
by using efficiencies from digitalization to finance
enablers
Organizational buy-in assures sustainable results,
thus we apply a workshop-based approach to
assure that people “make it their own”
As digital moves at a different speed, rapid and
effective decision making processes and clear
accountabilities are needed
4. 4
Digital Value Creation | Building Blocks
There are five interlocked building blocks to capture the digitalization value potential
Source: goetzpartners
NORTH STAR STRATEGY
TRANSPARENCY ROADMAP IMPACT TRACKING
ENABLEMENT
A C E
B D
iterative
process
iterative
process
iterative
process
5. 5
Approach | Overview Phases
With a battle-proven approach the digitalization opportunities are identified and captured with value-creating initiatives
Source: goetzpartners
1 DIAGNOSTICS
4-6 weeks
3 QUICK WINS
3-6 months
4 SCALING
6-12+ months
2 STRATEGY & ROADMAP
2-4 weeks
DEVELOPMENT OF NORTH STAR
STRATEGY AND ROADMAP OF
INITIATIVES
Operationalization
of digitalization strategy
Vision &
Mission
Corporate
Strategy
Digitalization
Strategy
Execution
FACT-BASED assessment of
opportunities that are detailed and
prioritized in JOINT WORKSHOPS
IMPLEMENTATION OF
SELECTED INITIATIVES TO
DELIVER IMMEDIATE IMPACT
Vision &
Mission
Corporate
Strategy
Execution Implementation
of quick wins
Validation and IMPLEMENTATION of QUICK
WIN initiatives through Agile Design Sprints and a
structured approach to IMPACT MEASUREMENT
Digitalization
Strategy
PROGRAMMATIC SCALING
ACROSS THE ENTIRE
ORGANIZATION
Vision &
Mission
Corporate
Strategy
Execution Scaling
Programmatic approach to ENABLE THE
EMPLOYEES and multiply the
implementation of VALUE-CREATING
INITIATIVES
Digitalization
Strategy
IDENTIFICATION AND
PRIORITIZATION OF DIGITAL
VALUE CREATION POTENTIAL
Vision &
Mission
Corporate
Strategy
Digitalization
Strategy
Execution
Diagnosis of digital value creation
potential through INTELLIGENT
AUTOMATION, ECOMMERCE and
NEW PRODUCTS and services
Fact base
6. 6
Digital Maturity Survey
Source: goetzpartners
With the digital maturity survey we take the digital pulse of the organization in a highly comparable manner
▪ Detailed assessment of the
organization to provide comprehensive
view of digital maturity of the
organization, departments and
countries
▪ Assessment of current and targeted
digital maturity via ten dimensions
▪ Each dimension is detailed with up to
eight maturity attributes
▪ Attributes are ranked on a five
responses Likert scale (fully disagree to
fully agree)
▪ The survey is tested in English and
German language
„AT A GLANCE“1
2
3
4
5
6
7
8
9
10
Strategic Ambition: Is digitalization anchored in the overall business strategy?
Digital Leadership: Is digitalization part of the C-level agenda?
New Ways of Working: Are agile and collaborative work methods established?
Digital Operations: Do operations leverage digital means? What is the degree of automation?
Digital Sales: How strong is our eCommerce and multi-channel sales?
New Products & Services: Are we leveraging new technologies to advance our portfolio?
Data & Insights: Is data used to enable fact-based decision making?
Technological Enablers: Are new technologies trialed to identify new opportunities?
Skills & Capabilities: Do we have the right people to enable digital transformation?
Customer Centricity: Is the customer at the center of new ideas and developments?
DIGITALMATURITYDIMENSIONS
SURVEY
7. 7
Digital Maturity Assessment | Overview Analyses
Source: goetzpartners
goetzpartners brings a comprehensive toolkit of analyses to benchmark and assess the digital maturity of companies
SELECTION
Channel
Perspective
Customer
Perspective
Process & Product
Perspective
I II III
eCommerce Good Practices
Benchmark
eCommerce Good Practices
Database
Logistics Cost Benchmark
Process Automation
Heatmap
Service Check
Business Model
Comparison
Sales Channel Profitability
Process Mining
Return Ratio Benchmark Digital Use Case Repository
Simplified Conjoint AnalysisOnline Customer Survey
Customer Review Analysis Customer Pathways
Funnel Analysis Conversion Rate Benchmark
Paid Traffic Channels Un-Paid Traffic Channels
SEO Visibility
Traffic Volume & Quality Traffic Development
Price Crawling
Sales Channel Marketshares Amazon & eBay Fee
Structure
8. 8
eCommerce | Overview Good Practices
Source: goetzpartners
Along the digital marketing funnel there are 30+ good practices to fully capture the ecommerce potential
Content Development Management Visibility & Awareness
Engagement &
Experience
Conversion Data Processing Analytics
CREATE ACTIVATE MEASURE
Content generation and
administration.
Advertising, distribution, and
client interaction.
Data gathering, evaluation,
and analytics.
SEO visibility
Proactive 3rd party mgmt. (e.g., review sites, forums)
Quality comparison tools
Authentic testimonials and case studies
User reviews
Rich media (e.g., video) presentation of products
Newsletter campaigning
Landing page with
compelling content
Targets social and
search ads
Affiliate marketing
Smart recommendations
Personalized experience
for return visitors
Live assistance by chat
Self help centre
Multi-channel
fulfillment options
“Few clicks” buying for
repeat customers
Competitive payment
options
Call a representative or
call back option
Social media presence
Curated content and frequent updates
Gamification and/or viral content
Performance dashboards
Cost per order (CPO), return on ad spend (ROAS)
Funnel analysis
Customer segmentation
Customer satisfaction (e.g., NPS, thumbs up/down)
Social monitoring
Retargeting and lookalike audiences
A/B Testing
Total cost of ownership
(TCO) calculator
Tutorials
Intuitive navigation
Mobile apps
Foundational elements Additional good practices
9. 9
Intelligent Automation | Overview Potential
Based on the digital maturity survey, the belief audits and the analysis of the organizational as well as process data provided,
a high-level assessment of the automation potential of the companies core processes is derived
§
Research &
Development
Procurement Logistics Production Proprietary
Process
Proprietary
Process
Proprietary
Process
Service
Management
Marketing Pricing Sales CRM
IT SAP Finance &
Controlling
Accounting/
Tax
Human
Resources
Legal/
Compliance
Source: goetzpartners
Proprietary
Process
High
potential
Lean and
highly scalable
10. 10
New Products & Services | Service Check
In many verticals, services are the main driver of growth and margin. Our Services 4.0 benchmarking provides a robust
indication of current position and potential
Source: VDMA, goetzpartners
EXEMPLARY
SERVICES
SUCCESS
FACTORS
Reactive
Maintenance
◼ Installation, flow business
◼ Time and material (spare
parts, repair)
◼ Maintenance contracts
Service 1.0
◼ Installed base coverage &
pricing
◼ Dispatching & Supply Chain
Excellence
◼ Warranty/ maintenance cost
management
◼ Systems integration
◼ High availability solutions
◼ Consulting (upgrade/
retrofit/ optimizations)
Service 2.0
Product related
professional services
◼ Own services P&L/ business
model
◼ Productization of services,
penetration management
◼ Skill specialization, partner
management
◼ Remote operations
◼ Business process
outsourcing
◼ “As-a-service” solutions/
products
Service 3.0
Solution provider
◼ Understanding/ creating
customer value by
software/hardware products
◼ Factor cost arbitrage
◼ Automation of services
delivery
◼ AI-supported analytics and
optimizations
◼ „Success-based“ models
◼ Platform services
◼ Integrated service offerings
for partners, customers &
developers
Service 4.0
Service as a product and key
differentiator
Digital performer
◼ AI-based/ cognitive
automation
◼ Usage-based/ results-based
business models
◼ Multi-sided platform
ecosystem
◼ Exponential org. characteristics
Benchmarking against our detailed Services 4.0
data basis of about 200 companies collected in
cooperation with the VDMA
11. 11
Digital Value Creation | Diagnostics Matrix
Source: goetzpartners
The result of the first diagnostics phase is full transparency on the digital value creation potential of the portfolio
DigitalValueCreationPotential
Digital Capabilities
lowhigh
low high
Criteria:
i) Current digital capabilities; ii) Current digital share of revenue; iii) Complexity of change
Criteria:
i) Digital market size
ii) Digital growth
iii) Automation potential
2
3
4
5
1
2 5431
Company #03
Company #01
Company #11
Company #04
Company #02
Company #07
Company #08
Company #06
Company #12
Company #05
Company #09
Company #13
Digital Attacker
Digital Laggard Digital Defender
Digital Leader ◼ Maximize long-
term value creation
◼ Continue
investments in
digitalization
◼ Avoid over-
investment,
manage for returns
◼ Consider transfer
of capabilities
◼ Focus on quick
wins and must
haves
◼ Limit investments
in digitalization
◼ Build leading
competitive position,
focus on few key
initiatives
◼ Stage investments and
measure progress
strictly
CASE EXAMPLE
12. 12
Example: Ideas-to-Actions Workshops
goetzpartners heavily uses several workshop formats to assure full buy-in of the client and the development of initiatives that
will actually work in the specific situation of the client
1. Prioritized short-list of use cases
2. Defined and agreed initiatives with responsibilities assigned
1stPart2ndPart3rdPart
Group work Plenum discussion Presentation / speech
Source: goetzpartners
IDEAS-TO-ACTIONS WORKSHOP
INTRO - REVIEW & OUTLOOK
◼ Short review of kick-off workshop and use case challenge phase
◼ Outlook for the day and way forward
USE CASE PITCHES & CHALLENGER ROUNDS
◼ Presentation of generated use cases (pitches) by workshop participants
◼ Discussion and challenging of use cases in breakout groups (approx. 4 workshop
participants in one group) based on a set of defined criteria
◼ Summary of challenger group results in the plenum
USE CASE VOTING & INITIATIVE DETAILING
◼ Voting and prioritization of use cases based on findings from presentation and
challenger rounds → Selection & definition of three to five concrete focus use cases
◼ Compilation of teams (interdisciplinary and cross-everything) to further work on three to
five concrete use cases (potential lighthouses)
◼ Introduction to google design sprint and agile working
◼ Wrap-up of the day and definition of next steps
PREPARATION
◼ Continuous reviews and feedback loops with team during the use case challenge
◼ Clustering of use cases and distribution to workshop participants for pre-screening
Pre
CASE EXAMPLE
13. 13
Use Case Example #1: Customer Credit Check
Automating the customer credit check process for a client in the manufacturing industry not only improved quality and
speed, but also allowed to realize ~50 FTE efficiencies
Source: goetzpartners
BACKGROUND
PROCESS
PAIN POINTS RESULTS
◼ Credit check department of ~50 FTE was
outsourced to India to benefit from labor
cost arbitrage
◼ The function is critical, because of two value
drivers: i) time-to-approval; ii) non-payment
◼ i) time-to-approval: delayed approvals result
in lost revenue because customers conduct
the business with the faster competition
◼ ii) non-payment: risky clients need to be
identified up-front (receive only pre-payment
offers)
◼ Efficiency gain of ~50 FTE
◼ Average time to approval <1h; 92% of
requests approved within less than 10 minutes
◼ Non-payment ratio stable after adjustment
for overall economic default rate
◼ Outsourcing agreement was discontinued and
resources in headquarter responsible for
managing outsourcer now manage
exceptions
◼ Outsourcing did not improve the time
required to complete the credit check
◼ While varying greatly with fluctuation in
demand, the average time to approval over
the last 12 months was 3 business days
◼ Further, intelligent automation was assumed
to substantially drive down the operating
costs of >1.2m Euro p.a.
ORDER SUBMITTED ASSIGN AGENT
CHECK
COMPLETENESS
CHECK HISTORY
AND CREDIT
LIMIT
CONDUCT RISK
REVIEW
CREDIT DECISION
MADE
EXCEPTION
HANDLING
AUTOMATED MANUAL
ADDITIONAL
INFORMATION
REQUESTED
INFORMATION
RECEIVED
CREATE NEW
PROFILE
IDENTIFY NEW
CUSTOMER
PERFORM RISK
EVALUATION
CLIENT EXAMPLE
14. 14
Use Case Example #2: Automated Invoicing
Automating invoicing enables large savings per invoice while simultaneously decreasing the error rate and enabling account-
specific payment and cash management optimization
AI = artificial intelligence, RPA = robotic process automation, PAS = process automation software
[1] Initiatives are rated according to their implementation complexity (technical feasibility, regulatory requirements, acceptance) and their financial
impact (breakeven duration, steady state improvement, investment volume)
Source: goetzpartners
ISSUE TO ADDRESS
◼ Large and decentralized
organizations have
heterogeneous layouts for
their AR and AP systems
requiring standardization and
transposition
◼ Dealing with large amounts of
invoices can stress the
accounts payable function
◼ Usually, invoices that need to
be processed come in
different formats (PDF, Word,
Excel, Email)
◼ Manually entering
information for purchase
amounts and items takes
valuable time and is prone to
error (e.g. transposition errors
with decimal points)
SOLUTION / OPPORTUNITY
Automatic entry of sales inquiries and initiation of delivery
process (e.g. spare parts) incl. posting revenue entry into system
Automating invoicing drastically reduces processing time and
manual effort as well as the error rate
Automation solutions such as RPA (UiPath, blueprism) or AI (e.g.
Arago) can decrease costs and take the load of employees in the
accounts payable function
IMPACT POTENTIAL
First order effects
Employees with invoicing-related tasks 100
Time spent handling invoicing process (Ø) * 30%
= FTE working on invoicing tasks 30
Effort reduction through automation * 50%
= Capacity effect (in FTE) 15
Personnel expenses per FTE (Ø €) * 75,000
= Potential savings p.a. ~€1.1m
➢ Calculated 1st year savings: ~€0.3m
➢ Calculated 3rd year savings: ~€0.9m
Second order effects
▪ Automated optimized payment and cash management
▪ Account-individual payments and financing preferring
either cashback, trade credits or bank credits
depending on current liquidity, cost of capital and
each account’s discounts and interest
VALUATION[1]
Implementation
Feasibility
Financial
Impact
“Do Now“
Low
High
TECHNOLOGY AND TOOLS
AI PASRPA
Cronacle ETL Tools
Batch Scheduling
CLIENT EXAMPLE
15. 15
Use Case Example #3: IT Ticket Automation
Even highly complex cases in IT ticket management can be resolved by machine reasoning and overall automation rates of
more than 90% are attainable
Source: goetzpartners
0
1,000
2,000
0
10
7,000
30
50
40
20
60
5,000 70
80
4,000
90
6,000
100
3,000
month
02
# of Tickets
month
03
Automation Rate (%)
month
01
month
04
Not Automated Tickets Automated Tickets
After one month training
on development system,
already at production go-
live ~50% automation rate
Iterative additions of knowledge items
through three months achieved >90%
automation rate (incl. complex software
issues and hardware break-fix tickets)
Complete hand-over to
client after three months
CLIENT EXAMPLE
16. 16
Use Case Example #4: Financial Statement Closing
Financial statement closing is a major and often repeated activity for any finance or accounting department with various
repetitive steps making it a worthwhile process to automate – especially in large and complex organizations
AI = artificial intelligence, RPA = robotic process automation, PAS = process automation software
[1] Initiatives are rated according to their implementation complexity (technical feasibility, regulatory requirements, acceptance) and their financial
impact (breakeven duration, steady state improvement, investment volume) [2] avg. 5 working days per month on reporting
Source goetzpartners
ISSUE TO ADDRESS
◼ The aggregation of
information and the creation
of (financial) reports is a
repetitive and time-
consuming process for
accounting and finance
◼ The larger and more
decentralized the organization
is, the more time and effort is
spent by accounting sorting
paperwork and checking and
reconciling (account, bank or
intercompany) data
◼ As not all data is
standardized and as it is
gathered from more than just
one system, the creation of
reports is prone to human
error
◼ Manual effort and human
errors slow down the process
significantly threatening the
quality and decreasing
employee morale
SOLUTION / OPPORTUNITY
Automating report generation drastically decreases processing
time and improves report quality while being able to
automatically process certain consequences of the reporting
HIRO™ can automatically classify and reconcile balance sheet
items (e.g. map working capital items)
HIRO™ can for example automatically create bridge file to
support transfer from balance sheet to tax balance sheet
IMPACT POTENTIAL
First order effects
Employees in Finance department 1,300
Percentage working on reporting * 10.0%
= FTE working on fin. reporting 130
% of time spent on fin. reporting (Ø) * 25%[2]
Effort reduction through automation * 40%
= Capacity effect (in FTE) 13
Personnel expenses per FTE (Ø €) * 90,000
= Potential savings p.a. ~€1.2m
➢ Actual 1st year savings: ~€0.5m
➢ Calculated 3rd year savings: ~€1.1m
Second order effects
▪ Automated reporting saves time and costs for audits
▪ The increased real-time-visibility enables management to
save costly errors by prioritizing tasks of high risk
VALUATION[1]
Implementation
Feasibility
Financial
Impact
“Do Now“
Low
High
TECHNOLOGY AND TOOLS
AI PASRPA
Cronacle ETL Tools
Batch Scheduling
CLIENT EXAMPLE
17. 17
goetzpartners Digital Ecosystem
Through strategic partnerships and own investments we have access to leading technologies which we implement to deliver
measurable impact for our clients
18. 18
“I skate to where the puck is going to be,
not where it has been." Wayne Gretzky
19. 19
goetzpartners at a Glance
goetzpartners is an owner-managed and independent consulting company, providing advice along the core issues of
entrepreneurial thinking: Strategy, Transformation and M&A
EXCELLENT PERFORMANCEINDEPENDENT
TOP-LEVEL NETWORK
14OFFICES
WORLDWIDE IN 11COUNTRIES
INTERNATIONAL
PRESENCE
UNIQUE PORTFOLIO
WORLDWIDE>350ADVISERS
ENTREPRENEURIAL THINKING
199125+ YEARS OF UNIQUE
GOETZPARTNERS
ADVISORY APPROACH
SINCE
Source: goetzpartners
BLUE CHIP CUSTOMER BASE
For five years running,
goetzpartners has received
awards as part of the renowned
“Best of Consulting” contest
(“WirtschaftsWoche”)
20. 20
64%
Mid Cap
24%
Small Cap
12%
Large Cap
6%
Organization
17%
Value Creation
8%
Exit
>80
successful transactions with our
involvement in form of a due
diligence in the past 5 years
underline our execution
capabilities
Deep Dive | Private Equity Consulting
Strong track-record of more than 450 projects with various mid- and large cap financial investors executed all over the world
– goetzpartners has successfully supported various clients with multiple value creation projects.
Source: goetzpartners
DISTRIBUTION BY GLOBAL FOOTPRINT
~3/4of our projects
are due diligence on the
buy- or sell-side
DISTRIBUTION BY PROJECT TYPE
~40%
of our projects involved
cross-border
50%
of projects with each
strategic investors and
PE investors
>450completed projects
worldwide
~20Dedicated due diligence and value creation
professionals with strong expertise
In addition, goetzpartners has dedicated local teams covering
complementary management consulting and corporate
finance expertise and knowhow
Source: goetzpartners
69%
Acquisition
CLIENT DISTRIBUTION BY FUND SIZE
~3/4
of our projects
involve mid- or large-cap PE-Funds
60%
International
40%
DACH Region
>25
different countries in
which targets and clients
of projects are
headquartered
21. 21
www.goetzpartners.com
BJÖRN RÖBER
Partner | Head of Digital
bjoern.roeber@goetzpartners.com
M +49-151-18236034
Contact
DÜSSELDORF
Königsallee 60 b
40212 Düsseldorf, Germany
FRANKFURT
TaunusTurm, Taunustor 1
60310 Frankfurt/M., Germany
LONDON
goetzpartners securities Limited
The Stanley Building
7 Pancras Square
London N1C 4AG, UK
MADRID
Calle Marqués de Urquijo n 30°, piso 1°
28008 Madrid, Spain
MILAN
Piazza Fontana, 6
20122 Milan, Italy
MOSCOW
Gagarinsky Per. 25
119034 Moscow, Russia
MUNICH
Prinzregentenstr. 56
80538 Munich, Germany
NEW YORK
250 Greenwich Street, Suite 4620
New York, NY 10007, USA
PARIS
19, Avenue George V
75008 Paris, France
BEIJING
Unit 1601
237 Chao Yang North Road
100020 Beijing, China
PRAGUE
Melantrichova 17
110 00 Prague 1, Czech Republic
SHANGHAI
Unit 2104-05
1045 Middle Huai Hai Road
200031 Shanghai, China
ZURICH
Kantonsstraße 1
8807 Freienbach/Zurich, Switzerland
DUBAI
Central Park Towers OT 37 Floor 37, DIFC
PO BOX 507270 Dubai,
United Arab. Emirates
GIOVANNI CALIA
Managing Director
giovanni.calia@goetzpartners.com
M +39-389-8354071