The document discusses how digital technologies are driving the need for companies to reimagine their business models. It outlines six new digital business models that are proving effective: 1) outcome-based models where companies are paid for measurable outcomes rather than just products/services, 2) expansion into new industries by leveraging core assets, 3) digitization of products and services through technologies like 3D printing and driverless cars, 4) competing as an ecosystem through partnerships, 5) shared economy models like ride-sharing services, and 6) digital platforms. The document provides examples of companies innovating in these areas and considerations for companies looking to adopt new digital business models.
The New Delivery Reality: Achieving High Performance in the Post And Parcel I...accenture
Powerful digital trends continue to reinvent the post and parcel industry. Technology-driven innovations redefine products, realign customer expectations and reshape the competitive landscape. As retail shifts toward digital, post and parcel organizations are reengineering their core businesses to meet the new reality of rapidly growing B2C parcel delivery.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
The New Delivery Reality: Achieving High Performance in the Post And Parcel I...accenture
Powerful digital trends continue to reinvent the post and parcel industry. Technology-driven innovations redefine products, realign customer expectations and reshape the competitive landscape. As retail shifts toward digital, post and parcel organizations are reengineering their core businesses to meet the new reality of rapidly growing B2C parcel delivery.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
Executives seeking a digital business advantage should take a page from the playbook written by leaders across the Asia-Pacific region, according to finding from our primary research.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
This document brings together a set
of latest data points and publicly
available information relevant for
Telecommunication & Media
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely
COVID Accelerated Digital Marketing (CADiM) - 11 Trends For The Future Of Mar...Moses Kemibaro
This is a presentation made by Moses Kemibaro from Dotsavvy at the Marketing Society of Kenya (MSK) Marketers Conference in Mombasa, Kenya, on the 28th October 2021 on 10 transformational digital trends that are changing the very nature of marketing in Kenya and the rest of Africa. The trends explore the following themes:
1. Websites became true extensions of how businesses market during the COVID-19 pandemic
2. Direct-To- Consumer (DTC) e-commerce took off in Kenya with digital marketing.
3. Social media has become even more central to all things marketing in Kenya & beyond!
4. The always online, always-connected digital-first Kenyan consumer is real!
5. Digital advertising has become essential for businesses of all sizes in Kenya
6. As social media exploded, so did digital influencer marketing in Kenya & globally.
7. Content marketing has become essential for digital marketing in Kenya during COVID-19
8. Social Audio exploded during the pandemic and is redefining social media itself!
9. The importance of first-party data in a privacy-compliant digital marketing context is key!
10. Digital communities are being nurtured on social media, virtual meetings & webinars.
11. Video content hit 82% of all consumer Internet traffic in 2020. Short-form video exploded!
A brief introduction of Brandwatch, our service and our clients.
Some of the brands we've worked with include Heineken, L'Oréal, BT, Unilever, Sky, Dell, Ikea and Cisco.
Insights success the 10 most valuable outsourcing companies august 2016 (1)Merry D'souza
Insights Success is a platform that focuses distinctively on emerging as well as leading IT companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share.Our magazine talks about leaders and orators from the world of technology, which includes CEO’s, CIO’s, VP’s, Managers and other professionals who had set a benchmark in the revolution of IT industry.
Support your digital transformation with a well-planned execution strategy. Here in this deck, senior consultants from the SAP Hybris Expert Services team go deep on two critical components: customer experience and operational processes. Gain insights from their first-hand experiences in supporting our customers' transformation journeys, see the lessons they've learned, and get their professional recommendations.
For more about SAP Hybris, please visit us at: https://hybris.com/en/products/expert-services
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
Executives seeking a digital business advantage should take a page from the playbook written by leaders across the Asia-Pacific region, according to finding from our primary research.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
This document brings together a set
of latest data points and publicly
available information relevant for
Telecommunication & Media
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely
COVID Accelerated Digital Marketing (CADiM) - 11 Trends For The Future Of Mar...Moses Kemibaro
This is a presentation made by Moses Kemibaro from Dotsavvy at the Marketing Society of Kenya (MSK) Marketers Conference in Mombasa, Kenya, on the 28th October 2021 on 10 transformational digital trends that are changing the very nature of marketing in Kenya and the rest of Africa. The trends explore the following themes:
1. Websites became true extensions of how businesses market during the COVID-19 pandemic
2. Direct-To- Consumer (DTC) e-commerce took off in Kenya with digital marketing.
3. Social media has become even more central to all things marketing in Kenya & beyond!
4. The always online, always-connected digital-first Kenyan consumer is real!
5. Digital advertising has become essential for businesses of all sizes in Kenya
6. As social media exploded, so did digital influencer marketing in Kenya & globally.
7. Content marketing has become essential for digital marketing in Kenya during COVID-19
8. Social Audio exploded during the pandemic and is redefining social media itself!
9. The importance of first-party data in a privacy-compliant digital marketing context is key!
10. Digital communities are being nurtured on social media, virtual meetings & webinars.
11. Video content hit 82% of all consumer Internet traffic in 2020. Short-form video exploded!
A brief introduction of Brandwatch, our service and our clients.
Some of the brands we've worked with include Heineken, L'Oréal, BT, Unilever, Sky, Dell, Ikea and Cisco.
Insights success the 10 most valuable outsourcing companies august 2016 (1)Merry D'souza
Insights Success is a platform that focuses distinctively on emerging as well as leading IT companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share.Our magazine talks about leaders and orators from the world of technology, which includes CEO’s, CIO’s, VP’s, Managers and other professionals who had set a benchmark in the revolution of IT industry.
Support your digital transformation with a well-planned execution strategy. Here in this deck, senior consultants from the SAP Hybris Expert Services team go deep on two critical components: customer experience and operational processes. Gain insights from their first-hand experiences in supporting our customers' transformation journeys, see the lessons they've learned, and get their professional recommendations.
For more about SAP Hybris, please visit us at: https://hybris.com/en/products/expert-services
Digital transformation is fundamentally changing people’s lives and the
ways companies do business. Around the world, we’re working to develop
solutions that give time back, make us safer and healthier, and bring
significant environmental benefits. People around the world are working
hard to create a future where we’re never delayed during air travel due to
mechanical issues. Where smart buildings have ambient intelligence that
allows meeting rooms to adjust to your preferences. They’re envisioning a
world where automobile accidents are almost nonexistent, and your car
becomes a living room or office on wheels. And a world where medical
treatment is personalized based on your DNA, dramatically improving your
health and quality of life. This is what Microsoft calls the digital difference.
We asked Harvard Business Review Analytic Services to help us look at the pace of innovation
and how prepared business leaders are for this change. We also wanted to know what projects
mattered most and what industries were most receptive to and ready for change.
We were surprised by the strategy gap and encouraged by the optimism. Business leaders know
their industries are ripe for transformation, and in most cases are eager to bring the benefits of
technology to their businesses.
At Microsoft, we aim to partner with business leaders to find the digital difference they can make.
Partnering with companies of all sizes, we recognize that one big idea isn’t enough anymore.
Decades ago an innovative shoe design, a beautiful device, or smartly designed software could
lead a company to achieve market dominance for a long time. But now micro revolutions occur
every 12-18 months, so companies must be in a continual state of transformation.
We are moving into a time when rapid innovation and speed to market are more critical than ever.
This makes the partnership between humans and machines critical—when we combine people’s
ideas and creativity with advanced technology, we get digital leadership.
A business leader interviewed for the study said we need to transform “the engine of the
company.” To do this, leaders need to bring in tech and cultural changes that empower their
employees, engage customers in new ways, optimize operations, and transform products.
Rebuilding an organization around these areas creates a fully digital company that can change
ahead of its customers and competition.
The smac-code-embracing-new-technologies-for-future-business (1)Sumit Roy
Social mobile Analytics and Cloud: How SMAC model is changing and disrupting business across industry. SMAC is not only changing the way markets function , but it also is a pointer that technology today is the biggest tool for innovation,however this is a double edged sword as SMAC is a great enabler. Small companies and the giants both have a level playing field
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
The digital economy presents new challenges – what to do with all the data? But it also brings opportunities to be more
competitive, to know your customers better, and to better
predict future needs.
SAP is uniquely positioned to be the best strategic innovation
partner for small and midsize companies. SAP can help build
your business and your vision for the future through the power
of a digital business foundation. SAP can help you run simpler, leaner, faster in this hyperconnected world.
Sap increase your return on information by focusing on data governance - ma...Bertille Laudoux
Increase your Return On Information by focusing on Content Management.
Discover how to increase productivity by centralising and optimising content management across your organisation.
Sap increase your return on information by focusing on data governance - ma...Bertille Laudoux
Understand how you can increase efficiency by embedding consistent and reliable information into your business processes. And discover SAP solutions to govern your information.