The survey report provides insights into perceptions of digital transformation among leaders in Europe's private and public sectors. Some key findings:
- Most organizations have started their digital transformation journey, with 44% applying new technologies and 20% moving to data-driven decisions.
- 15% see themselves as fully digital, while only 6% consider themselves non-digital. Maturity varies by sector and business model.
- Over 85% see opportunities to positively impact customer experience, operations, and business models through digital transformation.
- Common capabilities being used or planned include digital marketing, mobility, analytics, customer intelligence, and collaborative tools.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
The Post-Recession Call Center – The Focus, the Spend and the Opportunity After 18 months of a grim economy, companies are emerging from one of the most volatile business environments in recent history. Some are still feeling the pinch, while others are optimistic about what 2010 will bring. Regardless, companies are – for the first time in a long while – looking ahead, exiting survival mode and focusing on how they are going to gain a competitive advantage in a post-recession environment.
Unlocking the Power of Digital Transformation: Freeing IT from Legacy Constra...Brocade
Global study shows legacy decisions, technology and perceptions are impacting innovation and business performance. View the full report, here: http://www.brocade.com/content/dam/common/documents/content-types/infographics/brocade-digital-transformation-legacy-constraints-wp.pdf
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
Netpage is an augmented reality mobile app which provides digital functionality for printed media. The application uses image recognition technology to recognize content on Netpage-enabled printed pages, and then serves up a "digital twin" of the recognized page.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
The Post-Recession Call Center – The Focus, the Spend and the Opportunity After 18 months of a grim economy, companies are emerging from one of the most volatile business environments in recent history. Some are still feeling the pinch, while others are optimistic about what 2010 will bring. Regardless, companies are – for the first time in a long while – looking ahead, exiting survival mode and focusing on how they are going to gain a competitive advantage in a post-recession environment.
Unlocking the Power of Digital Transformation: Freeing IT from Legacy Constra...Brocade
Global study shows legacy decisions, technology and perceptions are impacting innovation and business performance. View the full report, here: http://www.brocade.com/content/dam/common/documents/content-types/infographics/brocade-digital-transformation-legacy-constraints-wp.pdf
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
Netpage is an augmented reality mobile app which provides digital functionality for printed media. The application uses image recognition technology to recognize content on Netpage-enabled printed pages, and then serves up a "digital twin" of the recognized page.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
TCS PoV: Emerging Wave of Digital Disruption & the Role of QA by Siva Ganesan...Tata Consultancy Services
Emerging Wave of Digital Strategy and Assurance Surfboard - Social Media, Big Data, Analytics and Mobility have driven an aggressive digital disruption across many industries. Tuned to these imperatives, organizations are planning to implement holistic digital strategies to stay competitive. To successfully embark on this transformation, it is imperative to have a robust Assurance (QA & Testing) strategy as traditional Assurance strategy does not really serve the needs of enterprises today
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
This summary report identifies what are crucial dimensions or elements when undertaking digital transformation within your organization. DTS interviewed 38 of the brightest digital minds across APAC including folks from Google, Facebook, eBay, comScore, Allianz, AGL, NAB, Sparkline, CompeteShark and many more. For a complete copy of the research project contact marcelo@dtscores.com
Manufacturing firms are using digital technologies to reimagine their businesses in entirely new ways. This infographic presents the findings from our survey of automotive and industrial manufacturers across the globe, about their digital strategies, investment, plans, challenges and key success factors
Digital Transformation 1-Hour Course Overview Ibec - Dublin March 7th 2018Niall McKeown
A 1-hour course "Leadership, Not Technology, Creates Competitive Advantage". The course explains the importance of strategic, data-driven leadership and how to create an organisation with the 'digital mindset'.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
Mobile, cloud, social media, and analytics are tools that have given birth to an age where technology has become the foundation of any successful business—a prime driver of market differentiation, business growth, innovation, adaptability, collaboration and profitability. In short, every business is now a digital business, and those in which the full C-suite understand the benefits of digital are those that are likely to be most successful.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
The biggest compendium on business & digital transformation statistics and insights available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures.
This is the sixth of 6 editions focused on innovation, business modelling, foresight and agile aspects of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
The War for Talent Has Gone Digital
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytic skills.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
QuickBase Digital Transformation Survey InfographicQuickBase, Inc.
Research from the QuickBase Digital Transformation Survey contains insights into the current state and progress of digital transformation for organizations pursuing these efforts. QuickBase checked in with 301 senior IT and operations professionals representing diverse industries about where they are with their use of technologies that empower employees to lead change that improves business performance, transparency, efficiency, speed and agility.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
TCS PoV: Emerging Wave of Digital Disruption & the Role of QA by Siva Ganesan...Tata Consultancy Services
Emerging Wave of Digital Strategy and Assurance Surfboard - Social Media, Big Data, Analytics and Mobility have driven an aggressive digital disruption across many industries. Tuned to these imperatives, organizations are planning to implement holistic digital strategies to stay competitive. To successfully embark on this transformation, it is imperative to have a robust Assurance (QA & Testing) strategy as traditional Assurance strategy does not really serve the needs of enterprises today
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
This summary report identifies what are crucial dimensions or elements when undertaking digital transformation within your organization. DTS interviewed 38 of the brightest digital minds across APAC including folks from Google, Facebook, eBay, comScore, Allianz, AGL, NAB, Sparkline, CompeteShark and many more. For a complete copy of the research project contact marcelo@dtscores.com
Manufacturing firms are using digital technologies to reimagine their businesses in entirely new ways. This infographic presents the findings from our survey of automotive and industrial manufacturers across the globe, about their digital strategies, investment, plans, challenges and key success factors
Digital Transformation 1-Hour Course Overview Ibec - Dublin March 7th 2018Niall McKeown
A 1-hour course "Leadership, Not Technology, Creates Competitive Advantage". The course explains the importance of strategic, data-driven leadership and how to create an organisation with the 'digital mindset'.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
Mobile, cloud, social media, and analytics are tools that have given birth to an age where technology has become the foundation of any successful business—a prime driver of market differentiation, business growth, innovation, adaptability, collaboration and profitability. In short, every business is now a digital business, and those in which the full C-suite understand the benefits of digital are those that are likely to be most successful.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
The biggest compendium on business & digital transformation statistics and insights available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures.
This is the sixth of 6 editions focused on innovation, business modelling, foresight and agile aspects of business transformation.
Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300
The War for Talent Has Gone Digital
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytic skills.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
QuickBase Digital Transformation Survey InfographicQuickBase, Inc.
Research from the QuickBase Digital Transformation Survey contains insights into the current state and progress of digital transformation for organizations pursuing these efforts. QuickBase checked in with 301 senior IT and operations professionals representing diverse industries about where they are with their use of technologies that empower employees to lead change that improves business performance, transparency, efficiency, speed and agility.
25 Digital Transformation Case Studies In RetailHappy Marketer
Digital is transforming the retail experience online & offline; here are 25 global case studies to highlight 10 trends that are creating techtonic shifts in a 24 Trillion Dollar industry!
Internet of things report 2014 by copperberg researchThomas Igou
The report is an analysis of a survey conducted with 280+ respondents from the Manufacturing Industry, and looks into the impact of the Internet of Things within the manufacturing industry by exploring opportunities, challenges, and solutions.
On-switch: Applied Lessons on Moving up the Digital Maturity CurveCognizant
What separates digital beginners from leaders? No matter what your starting point is, our recent research sheds light on where and how much to invest, and the ROI and performance gains to expect.
The first global Digital Gap Survey conducted among 100 C-level executives in the US, LATAM, and European regions focus on 3 industries: pharmaceutical, consumer goods, and technology.
Get profound insights on the maturity of digital transformation, digital ROI, consumer data usage, marketing tools & automation, artificial intelligence, and automation.
Top 8 digital transformation trends shaping 2021run_frictionless
In a world that’s increasingly dependent on digital, IT’s role is more critical than ever. To meet rising demands, organizations are accelerating their digital transformation. This report identifies the top 8 technology trends that will face CIOs, IT leaders, and organizations in their digital transformation journey in 2021.
https://runfrictionless.com/b2b-white-paper-service/
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
WELCOME TO THE 3rd ANNUAL FIELD SERVICE FORUM
The service business is going through a drastic change, transforming from a cost-centric and reactive approach towards a proactive service offering with high profit margin as companies are pushing to lock-in their customers with long term service agreements. But what effects is that having on field engineers’ jobs, as customer expectations keep rising and the business keeps globalizing? Join us this June in Amsterdam where 150+ field service professionals will share, network, discuss and benchmark on the following three key areas: Field Engineers, Process, Technology.
More information: http://www.fieldserviceexcellence.com/
Annual Nordic IT Security Forum has been marked as the leadership forum and it represents a blend of top-tier strategic discussion with over 300 minutes of structured commercial networking for C level decision makers from private and public sectors. Book your participation, influence the content and benefit from extended marketing campaigns www.nordicitsecurity.com
Changing times ask for solid relationships.
Times are changing. A renewed interest from big pharma in the rare disease landscape
has awakened due to large-scale patent expirations, competition from generics &
biosimilars, anemic pipelines, escalating clinical trial costs and a global health-care
reform. This means that the traditional blockbuster model has become less viable while
the revenue-generating potential of orphan drugs has shown to be huge with a greater
return on investment than non-orphan drugs. According to EvaluatePharma, the orphan
drugs sales will grow at an annual rate of 11% and constitute 19% of the total share of
prescription drugs by 2020, totalling 176 billion dollars.
The rare disease landscape is very complex due to the large amount of stakeholders
involved. Despite their different interests they have one goal in common: getting an
orphan drug approval that will help save or improve lives. But there are many challenges
on the road to orphan drug designation:
• Complex and changing national and regional regulations
• Clinical trial design and finding & keeping patients
• The lack of a central database designed specifically to list patient registries, which
asks for close stakeholder engagement
• Partnering and establishing financing for future development
• Establishing a foundation for price that is balanced and sustainable
• Achieving an efficient and timely access to market with equal access for patients
around the world
• Achieving timely and correct diagnosis to enable higher quality of life and more time
and information for developers
More information: http://www.orphandrugssummit.com/
Stand your ground online – the future growth for the National Lottery
The real money gaming market is a growing and valuable segment of the digital economy, with an increasing share of the global gaming market. The interactive gaming market was estimated to be worth €26.1billion in 2013, with a predicted compound annual growth rate (CAGR) of 10.1% to 2018.
In the last few years online gaming’s development has benefited from the roll-out of broadband services; from technology innovation and the rapid expansion of smartphones and tablets; from investment by the industry to promote its services; from increased consumer trust in payment mechanisms; and from traditional bricks and mortar businesses making it online.
Growth has also been driven by an expanding customer demographic. As the early adopters, who typically were in the 18–25 age-bracket, become older and continue to play, they are being joined by the next generation of gamers, whom enjoy their first gaming experience online through phones and tablets.
National Lottery Forum will give national gaming and gambling executives an opportunity to assess the competitive landscape and establish
road-maps to effectively compete with other operators. By understanding which platforms and technology to invest in, national operators can
maintain desirable offers to their customers and prevent any further loss of revenue.
The 3rd Manufacturing Pricing conference is taking place on May 20th - 22nd at Barcelo Sants, Barcelona, Spain. Last year over 120 pricing experts from across Europe and beyond came to discuss, share, learn and network around several themes such as value based pricing and TCO, pricing strategies in a highly competitive market, change management in pricing, ROI in pricing, pricing initiatives, pricing execution improvement, analytics-enabled pricing optimization and much more.
Key topics considered to run a successful field service business included knowledge management, workforce planning & scheduling, and competence development. As technicians are the face of the company to the eyes of the customers, there is a great need to have a skilled workforce; however, expertise is running scarcer and scarcer, so the ability to capture knowledge and transfer it from experienced technicians to coming talent is critical. Lastly, having control and visibility of the whole workforce is key to improving response time and thus excelling at customer service.
What are your pressing issues for the year?
Find out more: http://www.fieldserviceexcellence.com/
European Decision Support Days 2015 agendaCopperberg
The market of BI is shifting from early adoption to actual implementation.
It has gradually evolved from being rigid to a much more
flexible, agile process, that is cloud enabled, that organizations
as well as individuals can utilize. This change has now reached Europe,
with 37% of the companies performing Business Intelligence projects.
Big Data is projected to be a $28.5 billion market in 2014, growing to
$50.1 billion in 2015. The average business expects to spend about $8
million on Big Data related activities.
The early adopters of Business Intelligence and Big Data have
gained a significant advantage. Bain & Company examined over
400 large companies and their research has shown that those
with the most advanced analytics capabilities are outperforming
their competitors by wide margins. Leaders in the field are twice as
likely to be in the top quartile of financial performance within their
industries, five times as likely to make decisions much faster than
market peers and are three times as likely to execute decisions as
intended.
Advanced users of BI are now shifting from desktop to mobile, but
the question is how to manage this shift and overcome issues to
enable mobile decision support for decision making anytime, anywhere.
Converging the cloud and BI to enable the central coordination of
applications for information delivery to any device asks for a complete
tool that meets quality standards. Up till today, a complete tool
does not exist and it is very challenging to show the value of BI to
convince management and support decisions. This lack of value
measurements results in difficulties of ROI measurements of BI
solutions and thus the demand for performance management is
growing momentum.
After the staggering success and interest for our local Business Intelligence
conferences in Stockholm, Oslo and Amsterdam, we are
now glad to present our inaugural Pan-European Decision Support
Days conference. The Decision Support Days is not just a conference.
It is a business focused benchmarking tool for strategy makers and
business owners working with Business Intelligence and Business
Analytics from across Europe and beyond. The conference will shed
light on the current BI or BA strategies, processes, tools and models
that organisations in Europe and beyond are using in order to utilize
both internal and external data to drive business and enable faster
data-driven decision making.
Welcome to the European Decision Support Days 2015
Find out more: http://www.decisionsupportdays.com/
This conference is based on the latest directive created by the EU Parliament and the EU Committee for
Transport and Tourism for clean vehicles. Focusing on the role electric vehicles can have in reaching various
emission targets from previous global and European directives as well as the demands on governments and cities
throughout the EU on reaching these latest targets.
The event will allow cities and governments from throughout Europe to hear what other member states are doing,
initiatives that have shown clear promise and also the reason as to why this directive was introduced.
Highlighting major aspects and the most frequently asked questions on financial incentives, safety, commerce and
responsibility, after the conference we should all have a clearer understanding of who should be doing what in
the push to meet the requirements of the directive.
Hear from ministers of transport, city officials and energy experts. The time to start with electric vehicle infrastructure
is now. FInd out more: http://electricvehicles2020.org/
Conference is taking place on 17th March in Stockholm
Welcome to the i-Gaming Forum 2015
The online gaming industry has been in a
silent turmoil over the past years. On the
one hand, online gaming is Europe`s fastest
growing service activity with a predicted
global gambling gross win increase of 60
percent over the next 3 years. On the other
hand, as consumer access to gaming
increases in line with the evolution of
online and mobile technologies, industry
regulations remain strict and inconsistent.
In order to push and move forward, it is
crucial to capture the drivers behind the
changes.
Our delegates voice
Interesting conference which dealt with contemporary matters
- Samuel Gauci, Manager Legal Affairs, LGA
I found the conference very interesting and a good opportunity to meet
Scandinavian operators and regulators in particular
- Julian Harris, Partner, Harris Hagen
The I-Gaming Forum was an extremely productive event - not only did
I learn a lot about the Scandinavian market, but the quality of the
attendees was exceptional - and for sure, I’ll be getting some new
business out of it
- Aideen Shortt, Independent Betting and Gaming Researcher
NOTE FROM THE EDITOR
Globalization, individualization and innovation
are the buzzwords of our century. We will
take you on a journey around the world,
exploring the tremendous opportunities
of emerging markets. We will zoom in on
your customers behavior in order to deliver an
optimal user experience, to stand out, to be
innovative and creative, to utilize the right
channels at the right time and use big data
to your advantage. We assemble the i-Gaming
all-stars, like-minded enthusiasts and gamechangers
for the 7th year in a row.
Find out more: http://www.i-gamingforum.com/agenda/
Aftermarket Business Platform 2014 Post Event ReportCopperberg
Aftermarket Business Platform 2014 was taking place on 22nd-24th October in Netherlands.
Read testimonials and insights from event.
More about Aftermarket Business Platform you can find here: http://www.aftermarketeurope.com/
First agenda for Spare Parts Business Plattform 2015, taking place on 4th-5th February in Stockholm.
For updates, please visit http://www.sparepartseurope.com/
Tomas Wennerstein, Syncron presenation at Spare Parts 2013Copperberg
"Differentiated Inventory Management", Tomas Wennerstein – MD, Syncron Inc. presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Johan Östlin, Syncron presentation at Spare Parts 2013Copperberg
"Finding the hidden profit potential in a spare part business", Johan Östlin, Pricing Consultancy Manager from Syncron presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Axel Bühler, Nordex presenatation at Spare Parts 2013Copperberg
"WIND SERVICE COMING OF AGE. Case Study – Spare Parts Improvement Projects at Nordex" Axel Bühler presenatation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013Copperberg
"Global Inventory Management Strategy, Design & Execution:
Optimisation & Flexibility Amidst Constant Change" Joel Marusiak, IM Solutions Manager - EMEA, Neovia Logistics presenation at Spare Parts Business Platform 2014.
Find out more http://www.sparepartseurope.com/
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
3. Content
5 Executive summary
7 About the Survey
9 Results
9 General statistics
11 Digital Maturity
12 Opportunities
13 Challenges
14 Ways forward
15 The rise of CDO
16 Pace of DigitalTransformation
17 CompetitiveAdvantage
18 Departments affected
19 CapabilitiesofDigitalTransformation
20 Technology trends
Enterprise DigitalTransformation 2015 3
EXECUTIVE SUMMARY
Designedtoprovideinsightintothecurrentperceptionof
DigitalTransformation as held by leaders in the private
and the public sector throughout Europe,the survey
shows increasing digital maturity across sectors,and
good awareness of digital capabilities.Although the
respondentsarecomingfromvariousindustryverticals
andjobroles,manyseesimilaropportunitiesandchallenges.
The research shows that digital transformation is on
the top of the agenda for many organisations.15% of
the respondents are developing a vision or a digital
roadmap for digital transformation,44% are applying
new technologies to support the vision and 20% are
moving from“gut to data”driven decisions.15 % see
themselves as a‘’fully digital’’company.
Furthermore,33%haveadedicatedpersonresponsible
for digital transformation or a Chief Digital Officer
(CDO) and 57% believe their organization will gain a
competitive edge within the next 18 months,by trans-
forming digitally.
The digital transformation in general is advancing at
a good pace and more than 85% of the respondents
believe that digital transformation will positively affect
their customer experience,operational processes and
business models.Digital transformation will mostly
affect operation,sales,marketing,ITand supply chain.
40%-55%arealreadyusingand25%-40%areplanning
tousedigitalmarketing,mobility,businessanalytics,
customer intelligence and collaborative tools or
consultancy services.
4. ABOUTTHIS SURVEY
TheEnterpriseDigitalTransformation(EDT)surveyisalong-terminitiative to
shape a trustworthy,forward-thinking overview of the impact digital trans-
formation will have on multiple business sectors and verticals.Over future
editions we will look at the usage and maturity of EDTin Europe,from both
private and public perspectives.The survey provides insight into the current
perception of EDTas held by leaders in the private and the public sector.
METHODOLOGY
An online surveywas conducted from 15th
of September to 20th
of December
2014.Atarget group from our community members (4870) were invited in the
survey; 620 responded,for an overall response rate of 12.7 %.The surveywas
answered by respondents from various organisations across Europe.
Althoughtheresultsofthesurveyaresatisfactory,theyshouldnotbegeneralizedsince
there is clear difference between sectors,industryverticals and organisation
size.This requires further investigation and analysis.
ABOUTCOPPERBERG RESEARCH
Copperberg Research is the specialist research division of Copperberg,the
leading events organiser for the Global Manufacturing industry.Created
to provide timely reports and analysis on key industry developments,the
division supports the manufacturing communitywith targeted research and
surveys.The division supports a portfolio of Midfield Media branded products
dedicated to keeping senior executives from global organisations informed
and educated.
The Copperberg team aims to provide the communitywith the perfect
combination of premium content,networking and education.Giving leading
edge ideas,innovative case studies and filled with key insights from leading
organizations combined with hundreds of minutes of organized networking.
For more information please visit: www.copperberg.com
4 Enterprise DigitalTransformation 2015
5. GENERAL STATISTICS - SECTORAND INDUSTRY BREAKDOWN
The vast majority of the respondents (87.4%) identified themselves as being part of the private sector,while the
public sector was represented with 12.6%.
The highest represented industrywithin the private sector was the manufacturing with 39.2%,followed by IT
(13.7%),banking and insurance (7.8%),utility (7.1%),telecom (4.3%) and retail (5.4%).The remaining answers
varied,with the only two other significant percentage being the media,travel and leisure.
Within manufacturing,the most represented industryvertical was industrial machinery (23.4%),followed by
automotive (18.9%),consumer goods (16.1%) and life science (13.2%).
In terms of business type,most of the respondents identified themselves as being part of the B2B sector
(47.1%) followed by B2C (19.8%),B2B2C (19.6%) and non-profit (13.4%).
INDUSTRY BREAKDOWN
12.6%
Public
87.4%
Private
Banking & Insurance
IT
Retail
Telecom
Oil & Gas / Utility
Public sector
Online gaming &
gambling
Manufacturing
Other
7.8%
13.7%
5.4%
4.3%
7.1%
12.5%
3.4%
39.2%
6.6%
Automotive
Consumer goods
Electronics
Industrial Machinery
Life Science
Defence and aerospace
Chemical
Marine
Agriculture
Process Industry
Other
18.9%
16.1%
10%
23.4%
13.2%
6.9%
1.7%
1.6%
1%
4.1%
3.1%
B2B - Business to Business
B2C - Business to Consumers
B2B2C - Business to Business to Consumer
Non-profit
47.08%
19.81%
19.64%
13.47%
Manufacturing %Industry %
How would you best describe your business?
Enterprise DigitalTransformation 2015 5
6. Operations
Sales
Marketing
Finance
IT
Procurement
Supply Chain
R&D
HR
Other
12.36%
22.47%
16.48%
5.24%
14.98%
2.25%
2.81%
8.24%
1.5%
13.67%
Department %
CXO
SVP
VP
Senior Director
Director
Senior Manager
Manager
Profesor
Consultant
Other
5.9%
1.8%
4.6%
7.3%
16.3%
23.4%
26.4%
1%
1.8%
11.5%
Job function %
MostoftherespondentswereManagers(26.4%),SeniorManagers(23.4%),Directors(16.3%),SeniorDirectors(7.3%),
VP´s(4.6%)andCxO´s(5.9%).ThemostrepresenteddepartmentswereSales(22.47%),Marketing(16.48%),IT
(14.98%)andOperation(12.36%).
DIGITAL MATURITY
To investigate the current digital maturitywe asked the respondents to grade the maturity in the organisation
on a scale from 1 to 5,as they perceive it.The scale used was:
DIGITALMATURITY
Traditional - Non
Digital company
Developing a vision -
digital roadmap
Applying new
technology to
support the vision
Moving from gut to
Data Driven
Decisions
“Fully Digital”
Company - Every-
thing’s digital
6 Enterprise DigitalTransformation 2015
8. DIGITAL MATURITY BY BUSINESS MODEL
If we look closely at the results based on the type of the business and take B2B2C model first,we will see that
the digital maturity here is to some extent higher.B2B2C Business to Business to Consumer (B2B2C) is an
emerging e-commerce model that combines Business to Business (B2B) and Business to Consumer (B2C) for a
complete product or service transaction.
More and more companies are defining their business models as to B2B2C.Considering current trends as a
compass,our prediction is that majority of the companies in manufacturing will slowly move to this model by
2020. This will enable them to find new revenue streams,increase customer satisfactions and increaseprofit
margins.Anddigitaltransformationisthekeytomakingthishappen.MostoftheB2B2Ccompanies are moving
or already moved from gut to data driven decisions,meaning applying analytics and technology in the way they
work,how they approach customers and how they approach business.Less than 2% of B2B2C respondents
have ranked their company as a traditional or non-digital company.The B2C and B2B companies are following
with more than 45% already applying technology to support the vision,20% are moving from“gut to data”
driven decisions and 13%-18% already digitally transformed.
Asexpectedthepublicsectorisalessrapidadopterwitharound30%oftherespondentsnotingthattheirorganisationis
starting the digital transformation journey and only 3.4% finding themselves as fully digital.
Type of
business
B2B
B2C
B2B2C
Non Profit
Traditional,
Non - Digital
company
6.2%
7.3%
1.8%
10%
Developing a
vision - digital
roadmap
15.5%
12.1%
15.8%
20%
Applying new
technology to
support the
vision
45.3%
41.2%
38.9%
51.6%
Moving from gut
to Data Driven
Decisions
20%
21.1%
22.2%
15%
“Fully Digital”
Company -
Everything’s
digital
13%
18.3%
21.3%
3.4%
= 100%
= 100%
= 100%
= 100%
8 Enterprise DigitalTransformation 2015
9. As expected,digital maturityvaries between industries.Companies born digital and industries that were the
firsttobeimpactedbyintroductionofsmartphonesandtabletsarefarmorematuredigitallythanthecompanies
in other industries.For an example,75% of the companies working with online gaming,gambling or media are
fully digital and in the last stages of their digital transformation journey.Amongst the traditional industries,the
ITsector leads the way although the research shows that 12% are still at the start of their journey.Right after
comes banking,retail and telecom with between 19 - 27% of the respondents rating their companies as fully
digitally transformed.
With a lot of companies already far ahead in the digitalisation journey,it won’t be surprising if this percentage
dramatically increases in next 12 to 15 months.The manufacturing industry,although less digitally mature,
is investing heavily in digital transformation.Most of the organisation in the manufacturing industry are now
applying new technology and developing analytical culture to support the digital vision.Although not shown
on the graph,it is important to mention that companies from the oil and gas,pharmaceutical and utility sector
show great awareness of digital capabilities and have already started their digital transformation journey.
DIGITAL MATURITY BY INDUSTRY
Type of
business
Manufacturing
IT
Banking
Retail
Telecom
Media
OnlineGaming
andGambling
Traditional,
Non - Digital
company
8.2%
1.3%
0
0
0
0
0
Developing a
vision - digital
roadmap
15.6%
11%
9.6%
15.8%
18.1%
0
0
Applying new
technology to
support the
vision
49.4%
30.1%
45.2%
47.2%
27.3%
8.4%
18.8%
Moving from gut
to Data Driven
Decisions
20%
27.5%
25.9%
15.9%
27.3%
16.6%
6.2%
“Fully Digital”
Company -
Everything’s
digital
6.8%
30.1%
19.3%
21.1%
27.3%
75%
75%
= 100%
= 100%
= 100%
= 100%
= 100%
= 100%
= 100%
Enterprise DigitalTransformation 2015 9
10. Customer Experience
Operational Processes
Business Models
88,8%
92,1%
85,4%
Opportunities
OPPORTUNITIES - DRIVERS - CHALLENGES
Yes
11,2%
7,9%
14,6%
No
Morethan85%oftherespondentsagreethatthebiggestadvantageofdigitallytransformingwillbeimprovedoperational
efficiencyinallbusinessrelationsandinternalsupportleadingtoamuchbetterorganizedflowofknowledge,information
anddecisions,bothwiththeorganisationaswellasintheinteractionbetweenthecompany,itssuppliersanditscustomers.
Globalorganisationscanbenefitbygettingmoreconsistentprocessesandmoretimelyworkflowacrossmanybusinesses,
globaloperationsandsubsidiaries.
Butisisnotallaboutcuttingcostandimprovingefficiency.Thatisonlyabeginningtosomethingfarmoreimportant.
Knowingthecustomersiswhatmakesdigitaltransformationanecessity.Ourcustomersarechangingandsomustour
businesstoo.Thenewgeneration(GenerationY)isintelligent,mobile,connected,serviceminded,andmultichannel.
Andiftheyarenotalreadyourcustomers,theywillbeintheupcomingfewyears.Understandingthecustomersand
theirbuyingbehaviourisakeytounlockingfutureprofitability.Improvingoperationalprocesseswillenableorganisations
togetdeepercustomerinsightandutilizethisdatatoimprovecustomerexperienceandcustomersatisfaction.Most
ofthesurveyrespondentsbelievethatthemainadvantageofdigitaltransformationwillbeinmovingfromaproduct
basedprocesstoamorecustomercentricvision.
Finallybychangingthewayofworkandcustomerapproach,organisationswillbeenabledtodevelopnewbusiness
models,createnewproductsandopennewrevenuechannels.
MANUFACTURING
Bydigitallytransforming,manufacturerscangainagilityandflexibility,bettercommunication,higherquality,less
redundantbackofficeprocesses,availabilityofpaperlessinfoondemand,betterdecisionmaking,speed,dataquality
anddatacoherence.Thiswillaffect:
• Sales - increased sales and customer satisfaction
• Communication - improved internal communication
• Marketing - more qualified leads pushed to sales
• Sourcing - boosting sourcing process - adopting e-sourcing platform
• Operation - more equipment uptime and more effective field service personnel,
real time information from the field with remote connections
• Finance - end to end Enterprise Performance Management
• Supply Chain - better inventory management
• Pricing - advanced pricing optimisation across all channels
10 Enterprise DigitalTransformation 2015
14. WAYS FORWARD
The first step is accepting that technology is only there to support a vision,processes and business cases
already in place.Relying on technology to solve the problems will lead only to short term success at the best.
The digital transformation is an operational and customer focused project.The digital transformation needs to
be motivated and long term supported by the management and all involved stakeholders.Organisations need
to invest in continuous educational programs,people development and empowerment.As a result of the new
organisational culture,organisations will become more attractive employers and attract talent that is necessary
for future development of the organisation.
Once the vision is decided upon,organisations will need to appoint a clear line of command with an appointed
person to lead the transformation process.The vision can not be dispersed to decision makers as this might
create internal miscommunication which is the number one reason for failure of many transformation efforts.
Change management should come from senior management,whilst the middle management should be in-
volved in solution creation.More business and data oriented leaders will be needed to lead the way.They should
be working with a more holistic and enterprise wide approach.Personnel should be involved in the vision and in
the new processes,and corrected if they are coming back to old habits.Further more incentive programs should
be put in place to reward positive behaviour.
Digital transformation should be integrated step by step.This way the organisation can have a clear view on the
progress and areas of improvement.Also in this way the management can see and demonstrate potential gains
by departments,backed by hard figures.Board of management should also be trained on digital opportunities.
Digital transformation is bringing increased collaboration and communication.This way personnel can minimize
time spent on rigid administration processes and instead focus on creativity and innovation.Once vision and
processes are in place the focus should on simplifying and automating.This will require investments in infra-
structure,master data solution and applications,or consolidation of systems to enable one version of the truth.
Consolidation of systems will improve data quality,speed,analytical capabilities,self-service and better under-
standing of ITsecurity requirements.
14 Enterprise DigitalTransformation 2015
15. THE RISE OFTHE CHIEF DIGITAL OFFICER
As mentioned before,every transformation is easier if there is one single decision maker.Chief Digital Officer is
one of the new titles that emerged from Digital transformation.In our context we address Chief Digital Officer
(CDO) not as a person dedicated to digital marketing, but as an individual who helps an organisation to drive
growth by converting traditional“analog”business to digital,and oversees digital transformation efforts includ-
ing operations in the rapidly changing digital sectors like mobile applications,social media and related applica-
tions,virtual goods,as web-based information management and marketing.Even though they have a person
dedicated to oversee the digital transformation,some organisation do not address this person as CDO.
According to survey respondents, 35.13% of the organisations have a Chief Digital Officer or a person respon-
sible for digital transformation.11.9% are not sure and 55.53% do not have a dedicated person for digital
transformation.Lack of a dedicated person does not reflect only organisations who have not started the digital
journey but also organisations who have just started or are in the middle of their transformation journey.
B2B
B2C
B2B2C
Non Profit
33.6%
48.6%
37%
35%
Do you have a dedicated person responsible for DigitalTransformation or a Chief Digital Officer?
Yes
35,13%
No
53,53%
Don´t know
11,9%
Ifwelookclosertoanswersgivenbybusinessmodel,theB2Ccompaniesleadthewaywith48.6%.oftherespondents
answeringtheyhaveadedicatedpersontodigitaltransformation.SecondaretheB2B2Ccompanieswith37%andlastare
theB2Borganisationswith33%.
Dedicated Person per Business model
Enterprise DigitalTransformation 2015 15
16. As with any organisational transformation,digital
transformation will take time.More than 61% of the
respondents have answered that the pace of the
digital transformation in their organisation is going
asexpectedoralmostasexpected.About20%have
answeredthatitisgoingtoosloworslowerthanexpected
andaboutthesame%havereportedafasterpaceof
theirtransformation.
PACE OF DIGITALTRANSFORMATION
Extremely slow
Slower than expected
Almost as expected
As expected
Faster than expected
Extremely fast
4.8%
15.9%
31.6%
30.2%
13.2%
4.1%
Pace of digital transformation
56.60% of respondents believe their organisations will gain a competitive edge within the next 18 months by
digitall transformation,27.87% are not sure and only 15.44 % believe theywill not gain any advantage.Within
theoneswhoarenotsureordonotbelievethattheywillgaincompetitiveadvantage,are not only organisations
who have not started their journey but also those who already are in a process of transformation.This could
be incurring due to a lack of vision,not clearly communicated strategy,change management resistance or no
enterprise wide approach.
COMPETITIVEADVANTAGE
Do you believe your organization would gain a competitive edge within the next 18 months,
by transforming digitally?
Yes
56,7%
No
15,5%
Don´t know
27,8%
Althoughmanyoftherespondentshaveindicatedthat
digitaltransformationwillaffecttheentireorganisation,
thedepartmentsmostlyimpactedwillbeoperation,
marketingandsales.ItissurprisingtoseeITandHRrepre-
sentedwithalowpercentageasconsolidationofITsystems
andchangemanagementwerenamedasoneofthebiggest
challengesindigitaltransformation.
Those organisations who will advance in developing
new business models must invest in translating the
digital vision into new product development.Our“IOT
in Manufacturing”survey showed that many organi-
sations are developing new products that will be IOT
enabled.
DEPARTMENTSAFFECTED
Operations
Sales
Marketing
Finance
IT
Procurement
Supply Chain
R&D
HR
29%
19.2%
15.7%
4.7%
8.4%
4.2%
9.6%
5.5%
3.7%
Which departments do you think Digital
transformation will impact the most?
16 Enterprise DigitalTransformation 2015
17. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Ensure cross-
channel
consistency
Not Important Important Very Important
4.1% 7.1% 29% 32.2% 27.6%
Enhance existing
products and
services
Not Important Important Very Important
1.3% 7.9% 25.3% 38.4% 26.9%
Launch new
products and
services
Not Important Important Very Important
4.1% 7.1% 22.8% 35.8% 30.2%
Improve
customer
experience
Not Important Important Very Important
2.1% 4.4% 14.1% 34.3% 45.1%
Enterprise DigitalTransformation 2015 17
18. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Improve
internal
communication
Not Important Important Very Important
3.5% 5.4% 25.5% 36.2% 29.4%
Enhance
productivity
ofworkers
Not Important Important Very Important
5.4% 8.2% 24.8% 35.2% 26.4%
Automate
operational
processes
Not Important Important Very Important
2.9% 6.7% 23.1% 36.8% 30.5%
Transition of
current products/
services to digital
products/services
Not Important Important Very Important
6.5% 13.5% 26.1% 36.4% 17.5%
18 Enterprise DigitalTransformation 2015
19. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Develop new
business
models
Not Important Important Very Important
5.2% 8.5% 27.9% 32.9% 25.8%
Launch
new
business
Not Important Important Very Important
8.7% 13.1% 24.5% 35.3% 18.4%
Expand current
market reach
Not Important Important Very Important
6.3% 9.8% 24.8% 30.6% 28.6%
Technologyplaysabigpartinsupportingandoptimizingdigitaltransformationefforts.43%-55%oftherespondents
reportedthattheyarealreadyusingand28%-40%areplanningtousedigitalmarketing,mobility,businessintelligence,
customerintelligenceandcollaborativetools,tosupporttheirdigitalisationefforts.40%oftherespondentsreportedthat
theyuseand25%areplanningtouseconsultancyservicesintheirdigitaltransformationefforts.
Digital Marketing tools
Mobility tools
BusinessAnalytical tools
Customer intelligence tools
Collaborative tools
Consultancy services
50%
51%
55%
43%
50%
40%
Using
28%
34%
30%
39%
34%
25%
Planning
22%
15%
15%
18%
16%
35%
Not planning