Several large companies attempted digital transformations in recent years but many failed or struggled. GE created a new GE Digital business unit in 2015 but it tried to do too much without a clear strategic focus. Ford created a new Smart Mobility segment in 2014 but it was not well integrated with the rest of the company. Procter & Gamble aimed to be the "most digital company on the planet" in 2012 but its broad goal lacked purpose as it failed to consider industry trends and the economy. These examples show that digital transformations often fail when companies try to do too much without a strategic focus, and when digital efforts are not well integrated with the overall business.
Seminar - Strategy Implementation for Leaders Robin Speculand
The longest running course on the subject in the world.
Slide deck is from my seminal seminar.
Leaders need the ability to craft a winning strategy and the skill to implement it. But only a few have both. The challenge is that leaders have been taught how to plan but not how to implement. This is reflected in the high implementation failure rate.
No leadership team walks into a conference room and declares, ‘‘Let’s create a bad strategy!’’ Each member of the leadership team thinks the strategy is good. But only when a successful implementation follows can this team be proven right.
Since 2000, this foundation course has come alive for over 25,000 leaders worldwide, providing them with an awareness and understanding of what strategy implementation is, why it is so difficult to achieve and how to avoid the most common mistakes.
To create a strategy, the best minds in the organization come together. They devote their time, energy and effort to identifying ways they can outplay the competition, increase customer loyalty and improve shareholder value. Yet despite their best attempts, more than two-thirds of strategy implementations fail.
It is even more acute that leaders know the reasons why implementation fails yet they habitually repeat the same mistakes!
Customers notice the implementation of your strategy, not the strategy itself!
Keynote - Strategy Execution in a Digital World Robin Speculand
Yesterday’s success no longer guarantees tomorrow’s results. Digitalization is dramatically transforming the way businesses operate today.
Sharing practical stories and examples, presenter Robin Speculand outlines best practices used by early adopters. He also explains why not every organization needs to be digitally driven immediately by examining strategy cadence and how digital execution differs from past strategy executions.
Leader have been taught how to plan but not how to execute and this has created a strategy execution skills gap. The skills gap is a key reason that more strategy executions fail than succeed.
This keynote address how leaders can succeed where most of their competition are failing by .
Once leaders have created the strategy it has to be executed and this is far from fait accompli; especially in a digital world where execution is even tougher. But leaders don’t execute strategy, their people do. Leaders are responsible for crafting the strategy and then overseeing and championing its execution.
As stewards of the strategy, they must engage and support the people, communicate it, align it to the culture, identify the right measures, change the processes and constantly review its execution.
Strategy is about making the tough choices; execution is about taking the right actions
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
This document provides tips and strategies for building a seven-figure speaking business in Singapore, covering topics such as branding, revenue opportunities, customer experience, business structure, and marketing. It emphasizes the importance of managing your brand and marketing, designing high-quality promotional materials, testing outgoing content, and delivering exceptional presentations. The document also discusses diversifying revenue streams through products, courses, books, and keynotes, as well as scaling the business through referrals, always delivering one's best work, and continuing to learn and evolve over time.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
Objective and Key Result from *Measure What Matter* by John DoerrTaufik M. Aditama
*Measure What Matter* by John Doerr is a very amazing book to learn about OKR - an alternate to KPI methods, where i personally think are a more wonderful approach to create a more cohesive environment inside organizations. This slide include a small snippets of what exist in the book.
For every COO, CEO, or many other C-Level in small medium large business, or non-profit organizations, I recommend you to purchase this book through Amazon, or many other wonderful book purchasing platform existed.
Seminar - Strategy Implementation for Leaders Robin Speculand
The longest running course on the subject in the world.
Slide deck is from my seminal seminar.
Leaders need the ability to craft a winning strategy and the skill to implement it. But only a few have both. The challenge is that leaders have been taught how to plan but not how to implement. This is reflected in the high implementation failure rate.
No leadership team walks into a conference room and declares, ‘‘Let’s create a bad strategy!’’ Each member of the leadership team thinks the strategy is good. But only when a successful implementation follows can this team be proven right.
Since 2000, this foundation course has come alive for over 25,000 leaders worldwide, providing them with an awareness and understanding of what strategy implementation is, why it is so difficult to achieve and how to avoid the most common mistakes.
To create a strategy, the best minds in the organization come together. They devote their time, energy and effort to identifying ways they can outplay the competition, increase customer loyalty and improve shareholder value. Yet despite their best attempts, more than two-thirds of strategy implementations fail.
It is even more acute that leaders know the reasons why implementation fails yet they habitually repeat the same mistakes!
Customers notice the implementation of your strategy, not the strategy itself!
Keynote - Strategy Execution in a Digital World Robin Speculand
Yesterday’s success no longer guarantees tomorrow’s results. Digitalization is dramatically transforming the way businesses operate today.
Sharing practical stories and examples, presenter Robin Speculand outlines best practices used by early adopters. He also explains why not every organization needs to be digitally driven immediately by examining strategy cadence and how digital execution differs from past strategy executions.
Leader have been taught how to plan but not how to execute and this has created a strategy execution skills gap. The skills gap is a key reason that more strategy executions fail than succeed.
This keynote address how leaders can succeed where most of their competition are failing by .
Once leaders have created the strategy it has to be executed and this is far from fait accompli; especially in a digital world where execution is even tougher. But leaders don’t execute strategy, their people do. Leaders are responsible for crafting the strategy and then overseeing and championing its execution.
As stewards of the strategy, they must engage and support the people, communicate it, align it to the culture, identify the right measures, change the processes and constantly review its execution.
Strategy is about making the tough choices; execution is about taking the right actions
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
This document provides tips and strategies for building a seven-figure speaking business in Singapore, covering topics such as branding, revenue opportunities, customer experience, business structure, and marketing. It emphasizes the importance of managing your brand and marketing, designing high-quality promotional materials, testing outgoing content, and delivering exceptional presentations. The document also discusses diversifying revenue streams through products, courses, books, and keynotes, as well as scaling the business through referrals, always delivering one's best work, and continuing to learn and evolve over time.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
Objective and Key Result from *Measure What Matter* by John DoerrTaufik M. Aditama
*Measure What Matter* by John Doerr is a very amazing book to learn about OKR - an alternate to KPI methods, where i personally think are a more wonderful approach to create a more cohesive environment inside organizations. This slide include a small snippets of what exist in the book.
For every COO, CEO, or many other C-Level in small medium large business, or non-profit organizations, I recommend you to purchase this book through Amazon, or many other wonderful book purchasing platform existed.
Learn everything you need to know to get started with Objectives and Key Results. How to implement them, what you should pay attention to, and how the methodology is being applied in Europe today.
OKRs Workshop Presentation Template from GtmhubBo Pedersen
A template we have used to run 1/2-day OKRs workshops. If you're implementing Objectives and Key Results, then you may find this presentation useful for inspiration. Focus on the history of OKRs, why and how OKRs add value, and how to link OKRs to company mission and purpose.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
This document provides an overview and introduction to OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It discusses how OKRs can help ensure an organization focuses its efforts on the most important issues. OKRs consist of objectives, which are important goals, and key results, which are metrics to track progress towards objectives. Using OKRs can increase employee engagement, focus efforts, and drive better performance by promoting alignment, transparency, accountability and stretch goals. The document highlights four "superpowers" OKRs can provide: focus and priorities, alignment and teamwork, accountability through tracking, and achieving amazing results through stretch goals.
How to use OKRs to achieve your year end goals7Geese
This document discusses how to use OKRs (Objectives and Key Results) to achieve year-end goals. It explains that OKRs are a method for defining and tracking objectives and outcomes. The webinar covers what OKRs are, why they work through alignment, accountability, visibility and engagement. It provides tips on writing SMART objectives and key results, and examples of how companies like SnapLogic use OKRs. The webinar encourages attendees to get started with OKRs and try out the 7Geese goal setting platform.
We often hear that people are a company's most important asset, but it's historically been very hard to quantify that, or understand the ROI of it. In this presentation, I walk through a framework for understanding the Employee Lifetime Value (ELTV) and show a case study that demonstrates the ROI of being great at People practices.
This document discusses OKRs (Objectives and Key Results), a goal-setting framework used by many Silicon Valley companies to help teams communicate, measure, and achieve goals in an ambitious yet accountable way. It describes how OKRs originated from practices at Intel, and were later adopted by companies like Google, Amazon, and Microsoft. The document provides templates and best practices for implementing OKRs, including having 3-5 OKRs per quarter set at different management levels, with objectives stating where the organization is going and key results providing measurable targets. It emphasizes using OKRs to focus efforts, align teams, provide accountability, and encourage risk-taking and innovation.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
The document discusses the importance of strategy execution for organizations. It states that execution is the major responsibility of business leaders and requires understanding the business, people, and environment. The leader must be deeply involved in execution through substance and details. Execution must be embedded in the culture through rewards and norms. The leader's essential behaviors for execution include knowing the people and business, insisting on realism, setting clear goals, following through, delegating and rewarding, coaching to expand capabilities, and knowing oneself. Creating an execution culture involves clearly communicating expectations and measuring/rewarding results. The right people process is crucial, with a focus on hiring, developing leadership pipelines, and addressing non-performers. The operational process provides the path to link strategy
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
1. The document discusses how company strategy is often disconnected from DevOps teams, lacking clear objectives and priorities.
2. It introduces OKRs (Objectives and Key Results) as a framework to link company strategy and missions to team objectives in a measurable way.
3. An example company implemented OKRs and saw improved focus, transparency, and alignment between teams and business goals as a result.
Agile Leadership and Goal Management with Objectives & Key Results (OKRs) | A...die.agilen GmbH
Patrick Lobacher gave a presentation on Objectives and Key Results (OKRs) as a framework for agile goal management and modern employee leadership. He discussed how traditional management processes are outdated and how OKRs provide an agile alternative for setting strategy and aligning employees. OKRs involve setting qualitative objectives and quantitative key results at the company, team, and individual level to focus efforts on priorities. Examples were provided of how OKRs have been implemented successfully at various companies.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
The document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about the importance of execution in business. It discusses that execution is the systematic process of rigorously discussing how to implement strategies and holding people accountable. Effective execution requires the right people, an execution-focused culture, and three core processes: the people process, strategy process, and operations process. The leader plays a critical role in driving execution through their involvement and establishing the right behaviors, culture, and processes to ensure strategies are implemented as planned.
This document provides 14 tips for using OKRs (Objectives and Key Results) for goal setting and performance management. It discusses defining OKRs, setting them quarterly, writing them well, breaking strategy into clear goals, not confusing tasks with goals, cascading goals through the organization, limiting the number of goals, starting team meetings with goals, doing weekly progress check-ins, focusing on "small wins", planning and launching OKRs, and trying example OKRs. The overall message is that using OKRs can help align teams, focus effort, and drive results by setting clear and measurable goals.
Presentation of the OKRs AT THE CENTER book launch meetup 6th May 2020 together with Jeff Gothelf from Sense & Respond Press
More on: https://okrs-at-the-center.com/
How OKRs can drive ongoing change in your organization!
Changing the way you work with goals through concepts like OKRs has the potential to create important impulses for new ways of working in the whole organization. And yet many companies working with OKRs, fall short of their expectation.
In this interactive session, authors Natalija Hellesoe and Sonja Mewes will share
- how they themselves fell into the trap of high expectations
- which aha moments led to taking a different approach to work with OKRs
- and how proactive OKR System design and other ideas can help to successfully use OKRs
Practical ways to boost strategy executionAchieveIt
By now, most organizations have completed their strategic planning process for 2017 and are ready to execute brilliantly. These organizations, just like yours, are now at a fork in the road. At least 75% will take the road of failed execution. These companies, teams and individuals will struggle, and fall short of their 2017 goals.
But the other 25% will take another path – the road to explosive growth, results and success. The strategic leaders heading these organizations are able to:
- Drive their organizations to results with confidence
- Close the gap that exists between what they say they’re going to do (in strategy), and what actually gets done (in execution)
- Execute, assess, adjust and drive results in a repeatable, consistent and predictable way
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
The document discusses preparing a business for digital transformation. It begins by explaining that traditional methods are becoming outdated and businesses must change or die. It then defines key terms like digitization, digitalization, and digital transformation. Digital transformation involves using digital technologies to modify business processes and customer experiences. The document also notes that while $1.3 trillion was spent on digital transformation in 2018, $900 billion was wasted due to factors like having the wrong mindset and flawed organizational practices. It concludes by providing seven steps to a successful digital transformation, such as adopting an exponential mindset, building digital capabilities, and creating a broad digital roadmap.
Leading the digital business revolution - webinar slidesAntony Mayfield
Slides from the Brilliant Noise webinar, Leading the Digital Business Revolution, with Martin Gill, VP & Principal Analyst at Forrester, Alun Williams, Digital Director at TUI Travel, and Antony Mayfield.
Learn everything you need to know to get started with Objectives and Key Results. How to implement them, what you should pay attention to, and how the methodology is being applied in Europe today.
OKRs Workshop Presentation Template from GtmhubBo Pedersen
A template we have used to run 1/2-day OKRs workshops. If you're implementing Objectives and Key Results, then you may find this presentation useful for inspiration. Focus on the history of OKRs, why and how OKRs add value, and how to link OKRs to company mission and purpose.
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring progress. It emphasizes the importance of aligning employees by focusing collective efforts on measurable priorities that further business objectives. Regular check-ins are recommended to keep teams on track, address challenges early, and promote goal attainment. Studies show interventions that increase progress monitoring can boost performance and behavior change.
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
This document provides an overview and introduction to OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It discusses how OKRs can help ensure an organization focuses its efforts on the most important issues. OKRs consist of objectives, which are important goals, and key results, which are metrics to track progress towards objectives. Using OKRs can increase employee engagement, focus efforts, and drive better performance by promoting alignment, transparency, accountability and stretch goals. The document highlights four "superpowers" OKRs can provide: focus and priorities, alignment and teamwork, accountability through tracking, and achieving amazing results through stretch goals.
How to use OKRs to achieve your year end goals7Geese
This document discusses how to use OKRs (Objectives and Key Results) to achieve year-end goals. It explains that OKRs are a method for defining and tracking objectives and outcomes. The webinar covers what OKRs are, why they work through alignment, accountability, visibility and engagement. It provides tips on writing SMART objectives and key results, and examples of how companies like SnapLogic use OKRs. The webinar encourages attendees to get started with OKRs and try out the 7Geese goal setting platform.
We often hear that people are a company's most important asset, but it's historically been very hard to quantify that, or understand the ROI of it. In this presentation, I walk through a framework for understanding the Employee Lifetime Value (ELTV) and show a case study that demonstrates the ROI of being great at People practices.
This document discusses OKRs (Objectives and Key Results), a goal-setting framework used by many Silicon Valley companies to help teams communicate, measure, and achieve goals in an ambitious yet accountable way. It describes how OKRs originated from practices at Intel, and were later adopted by companies like Google, Amazon, and Microsoft. The document provides templates and best practices for implementing OKRs, including having 3-5 OKRs per quarter set at different management levels, with objectives stating where the organization is going and key results providing measurable targets. It emphasizes using OKRs to focus efforts, align teams, provide accountability, and encourage risk-taking and innovation.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
The document discusses the importance of strategy execution for organizations. It states that execution is the major responsibility of business leaders and requires understanding the business, people, and environment. The leader must be deeply involved in execution through substance and details. Execution must be embedded in the culture through rewards and norms. The leader's essential behaviors for execution include knowing the people and business, insisting on realism, setting clear goals, following through, delegating and rewarding, coaching to expand capabilities, and knowing oneself. Creating an execution culture involves clearly communicating expectations and measuring/rewarding results. The right people process is crucial, with a focus on hiring, developing leadership pipelines, and addressing non-performers. The operational process provides the path to link strategy
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
1. The document discusses how company strategy is often disconnected from DevOps teams, lacking clear objectives and priorities.
2. It introduces OKRs (Objectives and Key Results) as a framework to link company strategy and missions to team objectives in a measurable way.
3. An example company implemented OKRs and saw improved focus, transparency, and alignment between teams and business goals as a result.
Agile Leadership and Goal Management with Objectives & Key Results (OKRs) | A...die.agilen GmbH
Patrick Lobacher gave a presentation on Objectives and Key Results (OKRs) as a framework for agile goal management and modern employee leadership. He discussed how traditional management processes are outdated and how OKRs provide an agile alternative for setting strategy and aligning employees. OKRs involve setting qualitative objectives and quantitative key results at the company, team, and individual level to focus efforts on priorities. Examples were provided of how OKRs have been implemented successfully at various companies.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
The document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about the importance of execution in business. It discusses that execution is the systematic process of rigorously discussing how to implement strategies and holding people accountable. Effective execution requires the right people, an execution-focused culture, and three core processes: the people process, strategy process, and operations process. The leader plays a critical role in driving execution through their involvement and establishing the right behaviors, culture, and processes to ensure strategies are implemented as planned.
This document provides 14 tips for using OKRs (Objectives and Key Results) for goal setting and performance management. It discusses defining OKRs, setting them quarterly, writing them well, breaking strategy into clear goals, not confusing tasks with goals, cascading goals through the organization, limiting the number of goals, starting team meetings with goals, doing weekly progress check-ins, focusing on "small wins", planning and launching OKRs, and trying example OKRs. The overall message is that using OKRs can help align teams, focus effort, and drive results by setting clear and measurable goals.
Presentation of the OKRs AT THE CENTER book launch meetup 6th May 2020 together with Jeff Gothelf from Sense & Respond Press
More on: https://okrs-at-the-center.com/
How OKRs can drive ongoing change in your organization!
Changing the way you work with goals through concepts like OKRs has the potential to create important impulses for new ways of working in the whole organization. And yet many companies working with OKRs, fall short of their expectation.
In this interactive session, authors Natalija Hellesoe and Sonja Mewes will share
- how they themselves fell into the trap of high expectations
- which aha moments led to taking a different approach to work with OKRs
- and how proactive OKR System design and other ideas can help to successfully use OKRs
Practical ways to boost strategy executionAchieveIt
By now, most organizations have completed their strategic planning process for 2017 and are ready to execute brilliantly. These organizations, just like yours, are now at a fork in the road. At least 75% will take the road of failed execution. These companies, teams and individuals will struggle, and fall short of their 2017 goals.
But the other 25% will take another path – the road to explosive growth, results and success. The strategic leaders heading these organizations are able to:
- Drive their organizations to results with confidence
- Close the gap that exists between what they say they’re going to do (in strategy), and what actually gets done (in execution)
- Execute, assess, adjust and drive results in a repeatable, consistent and predictable way
The document discusses OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It provides an overview of OKRs, including that objectives define goals and key results are metrics to measure progress. The document also discusses how OKRs can focus efforts, provide clarity of priorities, keep teams aligned, and enable accountability. OKRs are presented as a way to maximize efforts by setting "stretch" goals that motivate high performance.
The document discusses preparing a business for digital transformation. It begins by explaining that traditional methods are becoming outdated and businesses must change or die. It then defines key terms like digitization, digitalization, and digital transformation. Digital transformation involves using digital technologies to modify business processes and customer experiences. The document also notes that while $1.3 trillion was spent on digital transformation in 2018, $900 billion was wasted due to factors like having the wrong mindset and flawed organizational practices. It concludes by providing seven steps to a successful digital transformation, such as adopting an exponential mindset, building digital capabilities, and creating a broad digital roadmap.
Leading the digital business revolution - webinar slidesAntony Mayfield
Slides from the Brilliant Noise webinar, Leading the Digital Business Revolution, with Martin Gill, VP & Principal Analyst at Forrester, Alun Williams, Digital Director at TUI Travel, and Antony Mayfield.
Digital transformation report sweden july 2017Ola Reppling
Digital Transformation Report 2017
@Qvartz and Microsoft have interviewed leading Swedish companies in many industries about Digital Transformation and the practical aspects of it. Understanding the What, Why and How of Digital Transformation. There are many commonalities across industries and between companies, but my key take-away is that there is no silver bullet. You can’t use the cookie cutter and use the same solution over and over again. Each company and situation is different and therefor each company approach needs to be different, both in What, How and timing. This report strengthens my view that Microsoft is in a unique position to support our customers as we continue to invest in both our platform, but more importantly, in our customer relationships.
When we are in a strategic partnership with our customers we can really support them in all stages of the Digital Transformation Maturity Curve. Many of our larger customers have different units/divisions that are in different stages of the maturity curve and Microsoft’s flexible, scalable and versatile platform and way of working allows us to support the customer as needed in throughout the company.
The report also reinforces the validity and importance of Microsoft’s four pillars of Digital Transformation: Engage your customer, Empower your employees, Optimize your operations and Transform your products.
The report will give you a benchmark of where Swedish customers are on their Digital Transformation journey and some insights into the What, Why and How.
Digital Value Realization | BPO PresentationKen Polotan
This document discusses the need for businesses to transform digitally in order to stay relevant in today's changing world. It notes that digital transformation is a top priority for CEOs and that IT must now lead change and innovation. The document then introduces Logical Heuristics, a consulting firm that provides digital strategy and transformation services. It argues that engaging Logical Heuristics allows businesses to gain experienced professionals, focus on their core business, access new capabilities, and realize business benefits across the client engagement lifecycle from pre-sales to post-delivery.
The document discusses SAP's approach to helping customers with digital transformation. It outlines a 4-phase customer engagement methodology: 1) executive alignment, 2) value discovery, 3) validation and execution readiness, and 4) value delivery. The goal is to partner with customers to harness new digital technologies and reimagine business models through a collaborative, outcome-focused approach.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
Leveraging Best Practice Methods in an Age of Digital Transformation Belfast ...Google
1. The document discusses leveraging best practice methods for digital transformation. It provides an agenda for an event on this topic, including presentations on digital transformation challenges, industry case studies, and how best practice methodologies can provide business value.
2. Digital transformation is defined as the profound and accelerating transformation of business activities, processes, competencies, and models to fully leverage changes from digital technologies.
3. Best practice methodologies like ITIL, COBIT, and Lean/Agile are proven, common sense approaches that can help organizations effectively and efficiently cope with constant digital change.
Doug Palmer - Achieving Authentic Enterprise Digital TransformationJulia Grosman
This document summarizes research from a six-year study by Deloitte Digital on how companies are adapting to the digital age. The research found that digital transformation requires more than just technology - it requires companies to make digital a core part of their strategy, talent, and culture. Companies with higher digital maturity put digital at the core of their business, create an environment to support digital initiatives, and have strong leadership commitment. However, many companies still struggle with digital transformation and see it as just an add-on rather than a fundamental change. The document provides insights into how digitally mature companies approach areas like organizational structure, talent, and culture.
Neo is a global product innovation company that focuses on creating customer value and business success for its clients through mobile and web products. It was founded by leaders in the Lean Startup movement and practices agile development and Lean principles. Neo helps clients become successful through hands-on projects where Neo apprentices client staff and workshops teaching best practices.
This document provides an overview of accelerating digital transformation. It defines digital transformation, outlines reasons to accelerate it, and discusses key pillars and clear winners. It also covers technologies driving transformation, roles in driving it for boards, executives, business owners and consultants. Finally, it provides a checklist and common points of failure for digital transformation journeys.
Digital Transformation - Beyond the Hype #DF13Capgemini
This document discusses digital transformation and digital mastery. It defines digital mastery as having both digital capabilities through technology-enabled customer and operations initiatives, as well as leadership capabilities like vision, governance, and engagement. Companies that achieve digital mastery, called "Digital Masters", significantly outperform their peers in areas like revenue, efficiency, profitability, and market valuation. The document analyzes different industries and companies' levels of digital mastery and provides recommendations for how any company can build their digital DNA and drive a successful digital transformation.
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The introduction of digital has reshaped the way we market books.
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A collection of what some of the largest organization on the planet are doing to create sustainability through "better business through a better world"
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2. RS
Robin Speculand
2002
of strategy implementation failed
90%
2016
failed – we were steadily improving ☺
67%
2019
of digital execution fail – we are
getting worse again
84%
3. RS
Robin Speculand
Major players poured $1.3 trillion into transformation initiatives.
70% of which or $900 billion —was wasted on failed programs.
Created a new GE Digital
business unit– in 2015 - but
was focused on size instead of
quality and tried to do too
much
Started a new digital service
that was separate from the
rest of the company instead of
integrating digital solutions
Procter & Gamble didn’t
consider the competition
or impending economic
crash
“Among those that didn't fail outright, only 16% saw improvements in their performance”
2019 84%
According to Forbes
4. RS
Robin Speculand
In 2011, GE started a major effort to build a huge IoT platform, adding sensors to products and
transforming its business models for industrial products.
In 2015 it created business unit called GE Digital. The goal was to leverage data to turn GE into
a technology powerhouse.
Despite pouring billions of dollars into GE Digital and its thousands of employees, the
company’s stock price continued to drop and other products suffered. GE Digital quickly
became stuck in the pattern of having to report earnings to shareholders and was focused
more on short-term goals and earnings than long-term innovative goals and returns.
The CEO was soon forced out.
Focus on quality, not quantity. GE tried to do too much without a real strategic focus in any area. The
company was simply too large to transform all at once, especially without a true vision of what it was
trying to achieve. Digital transformations are often done best with a handful of passionate people
leading the charge instead of thousands of employees.
Lesson
5. RS
Robin Speculand
The goal was to build digitally enabled cars with enhanced mobility.
The issues arose when the new segment wasn’t integrated into the rest of Ford. Not only was it
headquartered far from the rest of the company, but it was seen as a separate entity with no
cohesion to other business units. As Ford dumped huge amounts of money into its new venture,
it faced quality concerns in other areas of the company.
Ford’s stock price dropped dramatically, and the CEO stepped down a few year later.
In 2014, classic American car company Ford attempted a digital transformation by creating a new
segment called Ford Smart Mobility.
Integrate digital transformation efforts with the rest of the company. In this case, digital
transformation as less of an actual transformation and more of a pivot into a new business area.
To be successful, digital transformation needs to be integrated into the whole company.
Lesson
6. RS
Robin Speculand
In 2012, consumer packaged goods giant Procter & Gamble set out to become “the
most digital company on the planet.” The company was already leading the industry
when it decided to take things to the next level with a digital transformation.
However, its broad goal led to broad initiatives that lacked purpose. Coupled with a
slumping economy, P&G faced problems from the start.
The CEO was soon asked to resign by the board.
Lesson: P&G failed to look at what was going on in the industry, competitors and what was going on with
the economy. The return on investment for a widespread and expensive digital transformation was
small, especially with signs on an economy on the brink. A digital transformation for transformation sake
only, won’t be effective. It must consider all outside factors and be tightly tied to strategy.
Lesson
12. RS
Robin Speculand
Is technology more an opportunity to
minimize risk & make incremental
adjustments to business model
(headwind) or redesign business model
& relationships (tailwind)?
27. RS
Robin Speculand
To be successful…
Don’t approach
digitalization as a tech
driven initiative but as a
core business strategy.
28. RS
Robin Speculand
Of companies believe their business
models will remain economically
viable through digitalization!
McKinsey
8%
29. RS
Robin Speculand
Digital born organizations are:
• Redefining new business models
• Rewriting the rules of competition
• Rewiring the way employees work
• Reshaping the value is created and captured
4Rs of Digitalization
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Different Digital Ambitions
Low
High
High
Levelofadoptionofnewtechnologies
tochangebusinessmodel?
Leveraging new technologies to change value creation from the business
Different Different
More Investment & New Way
Same Way but Different
Same Investment & New Way
Same Same
Same Investment & Same
Way
Same Way but Different
More Investment & Same Way
Plot your organization digital ambition?
33. RS
Robin Speculand
There are about 55 million meetings in
the U.S. alone, per day!
Cost US$1.4 trillion annually.
Too many meetings -cited as the top time-
waster by 47% of U.S. workers.
Two-thirds of all meetings are
unnecessary!
Elise Keith
37. RS
Robin Speculand
New LanguageOld Language
Customer service
Creativity
Measurement
Process management
Organizational transformation
People
Customer obsession
Design thinking
Data analytics
RPA
Business model disruption
Robots!
RS
Robin Speculand
41. RS
Robin Speculand
Snapshot across 3 continents
Falling behindSteady
China
Hong Kong
India
Singapore
Vietnam
United
Kingdom
France
Italy
Spain
United States
of America Canada
Indonesia
Malaysia
Thailand
Philippines Australia
Poland
Germany
Accelerated
performance
Asia Rising
42. RS
Robin Speculand
Highlights
42
Almost half of all
leaders interviewed
are not prepared for
digital
transformation.
1
Digital is leveling
the competitive
playing field in the
three continents
we researched.
2
Bureaucracy in
Western companies
is hindering their
digital
transformation.
3
Alarm bells
should be ringing
in boardrooms.
4
46. RS
Robin Speculand
Strategic Questions
What are your significant gaps to being future ready?
Where are your areas of centricity today?
How will you measure success?
What do you need to do noticeably different from today?
48. RS
Robin Speculand
Strategic Paralysis
Why are business leaders so ready to
believe that agility, or even no
reaction at all, is a better response?
Disruption
Cognitive Biases: People tend to overestimate the power of a
threat and underestimate the time they have
to respond.
50. RS
Robin Speculand
Xi Jiu is China's fastest growing liquor brand and in 2017 wanted to boost sales a
head of CNY. If Xi Jiu was a Western company it would have involved looking at the
market, talking to brand managers, meeting with customers, having internal
meetings, asking for approval, possibly outsourcing to an agency, hiring a film crew
and creative team.
Xi Jiu Approach in the China market couldn't have
been more different. it partnered with Tencent
news, China's most popular news app and together
they created a series of hour long, live streamed
shows in which great chefs from different regions in
China, taught viewers to cook local specialty dishes
pairing them with offerings from the liquor brand.
Xi Jiu
51. RS
Robin Speculand
Tencent news covered across their social, entertainment and gaming platforms
and more than 1.2 million people clicked through on their mobile phones to watch
every day. The planning did not take months. Xi Jiu and Tencent conceived,
negotiated, created and produced the shows in just 5 days!
When the program aired there was no mention of price
promotions or discounts on the liquor. The campaign was aimed
entirely at building consumer awareness and engagement.
The Chinese market has developed a unique approach tailored to
the mobile first consumer. It relies on the creation of shareable,
viral content and the presence of a dominant, channel's trading
media giant.
62. RS
Robin Speculand
“In an era or relentless change, a company survives and thrives
based not on its size or performance at any given time but on its
ability to reposition itself to create a new future and to leverage a
purpose driven mission to that end”
2019
63. RS
Robin Speculand
Aeroflot has transformed itself from one of the worst to one of the best airlines. Using
digital technology to significantly improve collectivities operations, reporting passenger
bookings and scheduling customer care.
Specifically it created dashboards that provided management
with an instant overview of more than 450 key performance
indicators.
The company also aggregates information from censors installed
on the plane allowing visibility into aircraft performance and
preventive maintenance and therefore reducing costs.
64. RS
Robin Speculand
MasterCard has a systematic process for building squads which is overseen by
MasterCard Labs. Employees from various functional areas can submit an idea to
qualify for three stage awards. Orange box, red box and green box.
The orange box gives employees, a chance to explore their ideas and pitch them.
Recipients of this award receive $1000 prepaid card and coaching to develop a
presentation about solving a specific customer problem.
At the red box stage people turn an idea into a concept. The team received $25,000
for testing, prototype, development and research and a 90-day guide outlining the
steps needed to refine the concept.
The green box is designed to create a commercialized product from an official
incubation project inside the labs. At this stage members receive you leave their job for
six months to work on the project.
66. RS
Robin Speculand
Old Value Proposition
Were known for delivered in 30 minutes or free
“We are as much a tech company as we
are a pizza company.”
New Value Proposition
67. RS
Robin Speculand
Millennials love it.
Went public in 2004 the same year as Google.
If you bought a $100 stock of each which is…
more valuable today?
Stock price
$8.762010
$2502019
69. RS
Robin Speculand
Digital Operating Model
Traditional Operating Model
Value
Number of Users
The value that scales delivers eventually
tapers off in traditional operating models
In digital operating models' value can climb much higher
70. RS
Robin Speculand
Technologies Shape Us
We humans designed the telephone, but from then on, the telephone influenced
how we communicated, conducted business, and conceived of the world.
We also invented the automobile, but then rebuilt our cities around automotive
travel and our geopolitics around fossil fuels.
We shape our technologies at the moment of conception, but from that point
forward, they shape us.
89. RS
Robin Speculand
Seven out of ten companies report minimal or no
gains so far from their AI initiatives from MIT 2019
research of 2,500 executive.
90. RS
Robin Speculand
AI leaders look backwards from strategy,
not forward from AI as AI can not be in
a vacuum to the rest of the biz
“What are our business objectives and how can AI meet
them?”
They ask:
91. RS
Robin Speculand
AI Rule of Thumb
It’s 10% Algorithms,
20% Technology and
70% About business process transformation
93. RS
Robin Speculand
2. Personal data value platforms
3. Autonomous things
1. A deeper level with AI 4. Augmented analytics
6. Ecosystems
Digital Trends 2020
5. IoT becomes intelligent
95. RS
Robin Speculand
API & Ecosystem
Ecosystems define the new competition
APIs externally are about connectivity and internally are about both control and
connectivity
They have rapidly become a business requirement and are no longer the domain
of digital natives
Platforms beat products
Start with customer need
Open APIs rapidly growing
Five of the six most valuable firms in the world are built around these types of
platforms
96. RS
Robin Speculand
Lower customer cost acquisition - in banking for example up to 20% according to McKinsey
Advantages from Ecosystems
1
2
3
4
5
Shift from product and distribution centric to customer centric - allows you to analyze customers
from a multidimensional approach rather than a traditional product and channel distribution.
Also focus on digitalizing offline touch points analytical tools that gather end to end data with
insight generation.
Develop market centric technology- don’t focus on new technology to improve operations
and safe costs but to improve market competitiveness and efficiency E.g. blockchain
Improve customer relationships by offering more value - GRAB Super app
Data access leading to revenue increases- Alibaba for example has 58.2% of China’s online retail
sales and employs advanced analytics to conduct consumer behavior analyses and make purchase-
relevant predictions.
97. RS
Robin Speculand
API & Ecosystem Management
Your customers
and market
Other people's
customers and markets End users
Digital Platform
Your products,
services and data
Other people’s products,
services and data
Innovations from
developers
99. RS
Robin Speculand
Owns the world’s highest-valued Fintech (Ant Financial), a
global logistics network (Cainiao), a massive digital health
care platform (Alibaba Health) and a cloud computing
service (Aliyun)
Aims to become the world's 5th largest economy?
Alibaba and Tencent jointly have a valuation equivalent to
Switzerland’s GDP
Ecosystem reaches 2 million merchants
100. RS
Robin Speculand
Ecosystem were built simple at first, linking buyers and sellers of goods.
As technology advanced, more business functions moved online—including
established ones, such as advertising, marketing, logistics, and finance and
emerging ones, such as affiliate marketing, product recommenders, and
social media influencers.
103. RS
Robin Speculand
A Study of More Than 250 Platforms
Reveals Why Most Fail, HBR
The Most Common Mistakes
1
2
Mispricing on one side of the market
Failure to develop trust with users and partners
Prematurely dismissing the competition
Entering too late.
3
4
104. RS
Robin Speculand
Success Factors
1
2
Big data and cloud computing – larger data storage,
faster processing
Customer Analytics – advanced analytic tool and skilled
data scientists are critical
Risk Management – leverage sophisticated
price elasticity modeling that utilizes complex
machine learning algorithms
Dynamic Pricing – design customized and
competitive pricing strategy
3
4
106. RS
Robin Speculand
Orchestrator – enhances customer offer by leveraging open
API's to connect with other companies with different value
seamlessly. Orchestrator is the rule maker.
Orchestrator or Participant
Participant – adding your strengths to an orchestrator.
Participant is the rule taker.
108. RS
Robin Speculand
As much as $1 trillion in total economic
profit globally could be up for grabs
through the redistribution of revenues
across sectors within ecosystems.
113. RS
Robin Speculand
Descriptive Analytics
Diagnostic Analytics
Predictive Analytics
Prescriptive AnalyticsWhat could happen?
Proactive investigation to
understand the future.
HistoricalAnalyticsProactiveAnalytics
AnalyticsMaturity
Prescriptive Analytics
114. RS
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Descriptive Analytics
Diagnostic Analytics
Predictive Analytics
Prescriptive Analytics
How can we influence the future?
Uses optimization and simulation
algorithms to advice on possible
outcomes and answers “What
action should we take?”
HistoricalAnalyticsProactiveAnalytics
AnalyticsMaturity
Where is your Company?
Prescriptive Analytics
116. RS
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GPS Navigation System Example
Descriptive analytics - tell us which way to go.
Predictive analytics - tell us when we are likely to get there.
Prescriptive analytics - monitor that forecast in real time
against destination.
If it finds that another solution will be better, it will
recommend that and change your current route and take a
different route instead. It tells you what you should do.
117. RS
Robin Speculand
AI is used to help match candidates to jobs with the hopes of creating
better employee-employer matches.
Prescriptive analytics everyday examples
Tag people in an uploaded photo, uses a nine-layer deep neural network
with more than 12 million parameters to automatically
Machine Learning to determine the price of your ride.
118. RS
Robin Speculand
Prescriptive analytics everyday examples
Uses filtering algorithms to personalize service.
In 2016, the Hong Kong company Aidiya, led by Ben Goirtsel started
a hedge fund that performed all operational transaction through
artificial intelligence solely, without any intervention of humans. “If
we all die, it’ll still continue to trade,” — Goirtsel remarked
When you begin typing a search term and Google makes
recommendations for you to choose from, that’s AI in action.
119. RS
Robin Speculand
Prescriptive analytics everyday examples
Bank of America, noticed that its top performing employees at call centers
were those who took breaks together. They instituted group break policies and
performance improved 23 percent.
Technology applied to pricing and revenue management helped The Lion King
generate the highest box office revenues in Broadway history despite being
staged in a smaller theatre and having a shorter run than other popular shows.
Launched an AI platform in 2018 that helps “scientists, software developers,
clinicians and health care providers access advanced analytic capabilities to
curate and analyze health care data and offers them tools and technologies to
build, maintain, deploy and scale AI-based solutions.”
121. RS
Robin Speculand
Target analytics team ran multiple data analysis and looked for patterns. E.g.
pregnant woman bought lotion and supplements at specific times during pregnancy.
Target could even predict delivery date and would then send automatically relevant
material.
132. RS
Robin Speculand
20 years old, has a
stock-market value of
nearly $165 billion
more than Disney
Netflix recently got 112
Emmy nominations, the
most of any network or
streaming service,
toppling HBO.
Its reputation is so
strong that a simple
PowerPoint slideshow
about its culture and HR
policies has been
viewed more than 18
million times.
133. RS
Robin Speculand
Grants its people the freedom
and trust to make decisions and
information is shared across the
organisation so all employees
are involved in each aspect of
the company’s strategy.
‘No vacation’ policy, -
employees choose
when and how often
they take time off work.
134. RS
Robin Speculand
▪ Doesn’t reveal its viewership (as other do)
▪ Buys a whole program season without a
pilot (as others request)
▪ Release full seasons in one go
(others don’t)
▪ No ads as because people
pay a subscription rate
▪ In 2015, the company’s stock
rose 134%, which was the
best performance of any
Fortune 500 organization
135. RS
Robin Speculand
Aim is to build a
platform that shapes
what customers watch,
not just how they watch.
Big data is powerful, but big data plus big ideas is transformational.
Netflix is a technology
juggernaut whose analytics,
algorithms, and digital-
streaming innovations have
changed how customers
watch movies and TV shows.
136. RS
Robin Speculand
• This powerful data system creates a rich social system that influences
the movies and shows members see, based in part on which shows
they’ve liked in the past what other subscribers see and like.
• The company has vast amounts of data on the viewing habits of its 125
million subscribers, from which movies and TV shows they liked or
disliked to how long they watched an individual episode or how much
they binged a new series.
137. RS
Robin Speculand
The idea behind Netflix came in 1997 after the CEO was charged
$40 for a late VHS copy of Apollo 13.
Yet what’s truly remarkable about the company’s trajectory over the last two decades is how
dramatically it has disrupted itself in service of its mission. Netflix began, of course, with a
pretty simple innovation — crushing Blockbuster by shipping DVDs by mail and abolishing
late fees. It then transitioned from mailing content to streaming movies and TV shows
digitally. Today, Netflix is most noteworthy as a creator of content; it will spend a staggering
$12 billion this year alone on programming.
Netflix could be the dictionary definition of a Silicon Valley disruptor, a new entrant that
reshaped the logic of an entire industry.
138. RS
Robin Speculand
Reed Hastings and his colleagues think just as
rigorously about people and culture as they do
about digital streaming and content. When it
comes to who it hires and what it promises
them, how it makes decisions and shares
information, even what it does about vacations,
Netflix has invented (and reinvented) a range of
practices that are designed explicitly to connect
what the company aims to achieve in the
marketplace to how it organizes the workplace.
139. RS
Robin Speculand
The average Netflix
subscriber streams around
90 minutes a day.
In 2000, Netflix was offered to Blockbuster for $50 million. The
now practically dead video rental company declined the offer.
Netflix is currently worth $20 billion and is very much alive.
146. RS
Robin Speculand
Amazon customers were polled to see the portion that would be willing to open an
Amazon online bank account if they were offered 2% back on Amazon purchases.
The results were staggering with 65% of Amazon Prime customers signaling that
they would be willing to sign up for an Amazon bank account.
With an estimated 100 million Prime customers, this could imply a target market in the
65 million range. Moreover, with 43% of Amazon customers without Prime, this would
imply another 86 million potential customers.
These results demonstrate the potential reach of a company such as Amazon, which
already has thousands of happy customers owing to an outstanding convenience
proposition. It's unlikely for any tech company to want to offer basic banking products,
but there’s tremendous incentive for them to work to find a solution (which could
include partnerships).
148. RS
Robin Speculand
A road accident in China use to mean hours of
delay waiting for an insurance inspector to reach
you, form filling and then the processing.
Now: “Superfast Onsite investigation”
Open Ping An app, take picture, submit.
2018 – settled 7.3 millions claims (62% of total). Saves Ping An $750 million in bogus
claims and human error. It matches photo against a database of 25 million parts used in
60,000 different auto makes and models sold in China.
The app responds in three minutes with a repair
estimate – wancheng! Funds transferred
149. RS
Robin Speculand
Ping An means, peace and safety and started in 1988! Is now 32 companies and
invested over $7 billion in R&D.
Its insurance has over 184 million customers and is the largest contributor to the
company's 164 billion in revenue in 2018. Today it has over 200 million financial
customers who have an average of 2.8 products.
It has five ecosystems:
1)Finance
400 millions calls every year handled by 80,000 contact agents. 2019 chatbots
handle 70% - some customers don’t even realize in a 20 min call!
5) Smart cities.4)Real estate
2)Healthcare 3)Autos
150. RS
Robin Speculand
Uses facial recognition in its consumer lending business. It can read 54 distinct
micro expressions determine whether the loan application is telling the truth or
lying!
“Good Doctor” – a one-stop healthcare
ecosystem platform that’s an unstaffed clinic
using AI. Gathers medical history and comes up
with a diagnosis plan, then checked by a
specialist consultant via telemedicine. The “One-
Minute Clinics” can then connect patients with a
clinician on Ping An in-house medical team. It
has over 265 million patients.
Autohome is China's largest online auto-buying platform with 29 million daily
user. In 3 years it's tripled its market cap to $10 billion
151. RS
Robin Speculand
Processed 11.32 million claims in 2018 and… 98.7% were paid within a day! 60%
were self service.
Its AI model for assessing credit risk is the favorite of financial institutions in
China, over Alibaba’s and Tencents.
Built its own cloud with its own suite of AI driven software leveraging online and
offline information.
2018 gave $55 billion in loans (grown 10X in five years), closed all 832 branches.
Loan up to $1 million to customers with no credit record in central bank
152. RS
Robin Speculand
Ping An is a company that went from being a pureplay insurance provider to an ecosystem creator. It has
expanded its offer to:
• Health care consultations
• Auto sales real estate listings
• Banking services
It has more than 350 million online customers through a single customer portal called the One Account and
become the world's most valuable insurance brand.
156. RS
Robin Speculand
Alibaba is using a retail-management platform called Ling Shou Tong
(which roughly translates to “retail-integrated”) to help store owners
optimize product procurement and boost sales.
Ling Shou Tong’s app gives store proprietors recommendations, based
on sales analytics, on what to buy and how to display goods in their
stores. In the background, it uses Alibaba’s cloud-computing and
logistics businesses to create a digitally connected inventory-
management system. Store owners can also use the app to place
orders, fulfilled by Alibaba and shipped directly from its warehouses,
eliminating the need for middlemen.
Ling Shou Tong’s
172. RS
Robin Speculand
Move from:
Checking everything
Controlling everything to
Guess work to
Know it all to
Punishing failure to
Data work
Learn it all
Encouraging failures
Produce perfect products
Test, test, test
174. RS
Robin Speculand
✓ Reduced bureaucracy
✓ Moved from static report to real-time decision-making
✓ Less and more efficient meetings
✓ Number of approval levels reduced
✓ Invested in new skills for employees
✓ Broken down silos
✓ Treats tech as business and business as tech
Digitalization Checklist
181. RS
Robin Speculand
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