Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Close the AI Action Gap in Financial ServicesCognizant
Banks and financial institutions are making strides with artificial intelligence -- but they've been slow to scale it. Here are four steps to realize AI's full potential throughout the enterprise.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
Enterprises face unprecedented challenges, and finance is at the epicenter. Increasing business risk and volatility are evidenced by accelerating business disruption through
disintermediation, virtualization and technical innovation. As a result, new competitors, changing business models and changing customer expectations have emerged.
It is advice that technology vendors today should take to heart.
Corporations everywhere in the world are now in the midst of a transformation with respect to information technology. This is not necessarily about a revolution in technology processing power, but rather a fundamental change in the
power of technology process – an internal shift in responsibility over IT decision-making within organizations away from its traditional center, the Chief Information Officer, to the Chief Marketing Officer and Chief Financial Office
The State of the CFO - Brainyard ResearchRick Buijserd
166 Chief Financial Officers across 23 different industries participated in Brainyard’s inaugural CFO survey. The goal
of these surveys is to understand CFO perceptions regarding future technology, challenges, concerns, performance
tracking and priorities.
How can banks maximise the value of their customer data?Ben Gilchriest
Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge.
With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer.
So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics.
It includes a high level tool to assess your big data maturity.
How Starbucks took their experience digitalBen Gilchriest
Since opening its first location in 1971 the company has grown into one of the world's leading speciality food retailers and a brand recognised the world over. With 94% of all Facebook users either a Starbucks fan or are friends with one, 7 million active users of its mobile payment system, and financial benefits that reflect this, it is now considered a digital leader.
However, it hash;t always been the case. In 2008 it faced real challenges with declining sales and a 50% drop in share price over two years. Starbucks’ recipe for success in Digital Transformation has been equal parts technology-savvy and committed leadership. Today, Starbucks continues to leverage these strengths to create value for customers and shareholders alike through digital.
This paper describes, at a high level, what and how Starbucks has realised its Digital Advantage.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Close the AI Action Gap in Financial ServicesCognizant
Banks and financial institutions are making strides with artificial intelligence -- but they've been slow to scale it. Here are four steps to realize AI's full potential throughout the enterprise.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
Enterprises face unprecedented challenges, and finance is at the epicenter. Increasing business risk and volatility are evidenced by accelerating business disruption through
disintermediation, virtualization and technical innovation. As a result, new competitors, changing business models and changing customer expectations have emerged.
It is advice that technology vendors today should take to heart.
Corporations everywhere in the world are now in the midst of a transformation with respect to information technology. This is not necessarily about a revolution in technology processing power, but rather a fundamental change in the
power of technology process – an internal shift in responsibility over IT decision-making within organizations away from its traditional center, the Chief Information Officer, to the Chief Marketing Officer and Chief Financial Office
The State of the CFO - Brainyard ResearchRick Buijserd
166 Chief Financial Officers across 23 different industries participated in Brainyard’s inaugural CFO survey. The goal
of these surveys is to understand CFO perceptions regarding future technology, challenges, concerns, performance
tracking and priorities.
How can banks maximise the value of their customer data?Ben Gilchriest
Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge.
With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer.
So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics.
It includes a high level tool to assess your big data maturity.
How Starbucks took their experience digitalBen Gilchriest
Since opening its first location in 1971 the company has grown into one of the world's leading speciality food retailers and a brand recognised the world over. With 94% of all Facebook users either a Starbucks fan or are friends with one, 7 million active users of its mobile payment system, and financial benefits that reflect this, it is now considered a digital leader.
However, it hash;t always been the case. In 2008 it faced real challenges with declining sales and a 50% drop in share price over two years. Starbucks’ recipe for success in Digital Transformation has been equal parts technology-savvy and committed leadership. Today, Starbucks continues to leverage these strengths to create value for customers and shareholders alike through digital.
This paper describes, at a high level, what and how Starbucks has realised its Digital Advantage.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
When we consider digital disruption many companies turn to technology (digital) to address the challenge. However, business model innovation is as important when it comes to responding to market disruption. Moreover, in the same way that we consider digital innovation to enable continuous evolution of available technologies, business model innovation should follow the same model. This interview with Serguei Netessine (Chaired Professor of Global Technology and Innovation at INSEAD) provides his perspectives on business model innovation in an age being disrupted by digital.
Australian Retailers Lag International Competition in Digital; reportBen Gilchriest
Australian companies are consistently rated lower than the international benchmark for digital commerce. More concerning is that they face a double relational gap. Not only is the building of lasting customer relationships their weakest aspect, a large gap exists to the relational capability of international market leaders. The research found that;
- Australian retailers are rushing too quickly to build Social features without putting Relational features in place first.
- More investment is needed in Relational features so customers are treated like an individual rather than part of an anonymous mass. This will also allow retailers to take better advantage of investments already made in Social
media and social features which has been a struggle for Australian retailers to date.
The "Engagement" area is where the competition is being most strongly played internationally and where Australian companies need to invest as they risk rapidly losing their market to international retailers who can engage with customers better. Given the strength of international competitors in building relationships, there is a real risk that Australian retailers will not only lose customers, but that customers will be lost permanently. The longer the Relational Gap remains, the more consumers may switch to international retailers and the greater the cost to persuade them back.
The sector needs to react now. Closing the gap will require improvements in omni-channel integration to foster execution, and the effective utilization of customer data to drive engagement.
This report is from the Australian Digital Transformation Lab, a joint research program between Capgemini and the University of Sydney Business School.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled. Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet. Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
In this Capgemini study the Digital Talent Gap is defined and the important questions answered; do organizations include digital skills as a key component in their workforce plans? Are HR departments equipped and skilled to bring innovative solutions to bridge the digital skills gap? How are the 'Digirati' developing digital skills?
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
An interview with Mick Liubinskas, entrepreneur-in-residence at muru-D, on the nature of innovation in large companies and how to build a culture of innovation.
The Internet of Things; a multi-trillion dollar opportunityBen Gilchriest
The Internet of Things (IoT) has been discussed for several years though it's only in recent years that this has become more mainstream. Consumer devices have become part of the network of things, mostly lifestyle products like JawBone UP / FitBit, and new services like IFTTT.com are helping these be put to use by consumers. However, there's more to IoT than consumer convenience. This paper gives a brief background to the IoT, the ecosystems which are evolving, what the main challenges are, and how businesses can take advantage of what will increasingly become a core element of any digital transformation.
Embracing digital technology, a new strategic imperative 2013Ben Gilchriest
Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. To better understand how businesses succeed or fail in using digital technology to improve business per- formance, MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1,559 executives and managers in a wide range of industries.
Their responses clearly show that managers believe in the ability of technology to bring transformative change to business. But they also feel frustrated with how hard it is to get great results from new technology.
The key findings from the survey are:
- According to 78% of respondents, achieving digital transformation will become critical to their organiza- tions within the next two years.
- However, 63% said the pace of technology change in their organization is too slow.
- The most frequently cited obstacle to digital transformation was “lack of urgency.”
- Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda. Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
Digital transformation, a roadmap for billion dollar organizationsBen Gilchriest
This study was ranked among the top 5 thought leadership publications of the last decade by Source – a leading market analyst firm for the consulting industry – following a thorough analysis of some 22,000 consulting reports globally. Published in 2011 it provides a detailed definition of Digital Transformation and how to assess your own Digital Maturity.
Digital transformation (DT) – the use of technology to radically improve performance or reach of enterprises – is becoming a hot topic for companies across the globe. Executives in
all industries are using digital advances such as analytics, mobility, social media and smart embedded devices – and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now.
How can senior executives successfully lead digital transformation?
While many experts urge companies to get started on the digital transformation journey, few tell how to do it. In this report we share the findings from a global study of how 157 executives in 50 large traditional companies are managing – and benefiting from – digital transformation. This study describes the elements of successful digital transformation and show how to assess your firm’s digital maturity.
To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.
Over the past five years Nike has transformed from a sports equipment company to a digitally-led business that manages online communities, develops software and hardware, and collects and analysis vast amounts of data. This transformation journey has been achieved through an approach that has focused on the customer and connection, through digital, at it's core. This brief case study provides some details on how they achieved their digital transformation.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Digital technologies are having a pervasive impact on businesses and yet many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Some insights from Capgemini on the importance, structure, and value of a #DigitalT vision.
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
Meningkatkan peran audit internal fungsi peran digital Dr. Zar Rdj
you can want focus on doing things in a digital way but if you don't have the support behind you ceo and board and really have then driving you to do what you do with focus on digital, you can beat you head against the wall an not get anywhere. i dont want underestimate how important senior leadership and board support is able to be able to do this and to be successfull at it
nancy J. Luquette
Five Reasons why Digital Transformation is Essential for Business Growth.pdfMaveric Systems
Regardless of the response organizations chose for the slowdown, their future rebound can be rebooted through digital transformation. Here are five reasons – urgent and essential.
Similar to The difficult art of quantifying return on digital investments (20)
Turning AI into concrete value: the successful implementers’ toolkitBen Gilchriest
This research is a pragmatic guide to help organizations in their AI investment decisions, built from an analysis of over 50 AI case studies and a survey of nearly 1,000 senior executives already implementing AI.
Although money is being poured into the online experience the physical retail store remains an important channel in the experience for customers. However, a disparity is emerging between the expectations customers have and the investment retailers are making. While retailers believe enough is being done to re-imagine the physical store experience, customers disagree. In this paper we explore the disparity and what to do about it.
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The Second Machine Age - an industrial revolution powered by digital technolo...Ben Gilchriest
There have been two big turning points in human history. The first was the industrial revolution, where machines replaced muscle power. The Second Machine Age is the time when machines are now able to take over a lot of cognitive tasks that humans can do. In this Capgemini interview with Erik Brynjolfsson and Andrew McAfee, authors of the recent book "The Second Machine Age" (www.secondmachineage.com), we get a summary view of what the 2nd Machine Age is, what it means for established companies, and how they should react.
I throughly recommend reading this book. It's an excellent summary of the impact and importance of digital and why it's important for companies to do more.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
Australian Digital Commerce & "The Relational Gap"Ben Gilchriest
Digital Commerce is the Web 2.0 version of e-commerce and covers every aspect of how companies can engage with their customers through various digital channels, including social media and mobile.
This report describes a framework to assess Digital Commerce and explores what this means for the Australian Retail industry. How do Bricks 'n' Clicks compare to pure online players? What is The Relational Gap? And , importantly, how can Australian retailers get value from Digital Commerce?
Why aren't companies responding to digital? Seeing the Light vs. Feeling the ...Ben Gilchriest
Originally posted Jan., 2013. Version 3.0 update posted August, 2014.
Every industry is being impacted by digital; social media, mobile apps., data analytics, more agile technology, cloud….and the new customer expectations that this engenders. It's broadly accepted that this is challenging familiar business models and creating new levels of competition that can unseat well established companies. Whilst these companies are reacting, investing heavily in digital, is this enough? This document provides a brief summary of the Digital Inflection point; that whilst a response to digital may add value, it might not necessarily prepare a company for the combination of existing, or future, elements that have a disruptive impact on the industry as a whole. It briefly describes how successful companies have responded to this by smartly balancing digital and transformational efforts to realise a Digital Advantage. It was presented at a recent symposium so is an abridged version. To find out more please do get in touch.
Using game mechanics to drive your digital transformationBen Gilchriest
Enterprise gamification - the application of game design techniques to a business setting in order to make tasks more fun and engaging - is garnering attention from business leaders the world over.
This paper from Capgemini Consulting defines the key elements of gamification and game design, the benefits it can drive and the common pitfalls to watch.
Gamification can change the world: Ankit ShahBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
Using some documented examples, Ankit Shah, consulting lead at Dopamine and Theoretical Entity, provides case studies on how gamification can change people's behaviour.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Positive psychology and game design & dynamics: Hind el AoufiBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
How you approach change management and game design matters. In this presentation Hind el Aoufi, Gamification Consultant at Capgemini, provides details on the role of positive psychology in game design.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Gamification and the power of boosting engagement: Steve SimsBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
This presentation, from Steve Sims, VP of Badgeville's Behaviour Lab, focuses on how gamification can boost engagement. It covers the background theory to game design and worked examples with real results that supports the theory.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Capgemini presentation: gamification and the digital advantageBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
Over-hyped or duly justified, enterprise gamification - the use of game design techniques to a business setting to make tasks more fun and engaging - is gaining attention from business leaders. Two-thirds of digital transformation programs fail mainly due to behavioural, cultural, or skills challenges.
This content is from a presentation by Ben Gilchriest, Digital Transformation lead for Capgemini Australia, on the importance of digital transformation, the main challenges companies face in realising value from digital, and touches on how enterprise gamification can help organisations over-come these challenges to achieve a Digital Advantage.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
The difficult art of quantifying return on digital investments
1. Measure for Measure: The Difficult Art of
Quantifying Return on Digital Investments
2. 2
Unlike Traditional
Investments, Measuring
Digital ROI Is Proving To Be
an Insurmountable Problem
for Many
What do you do when you are convinced
of the merits of an investment based on
your gut feeling, but you cannot create
a compelling ROI-driven business case?
That is the situation many digital pioneers
face. While they are convinced of the
merits of digital transformation – our
research with the MIT Sloan Management
Review indicated that over 78% of
executives consider it to be a critical issue
– many cite the lack of a clear business
case as a significant barrier. One executive
characterized the problem thus: “It is still
difficult to compute ROI on many social
media activities (at least to the satisfaction
of the executive board).1
”
Most companies are struggling to quantify the
impact of digital transformation
Even among digital leaders, what we call
the ‘Digirati’, only 56% of organizations
create a business case. Moreover,
only 34% of the Digirati assess digital
initiatives through a common set of key
performance indicators (see Figure 1).
The figures are startlingly lower across
non-Digirati, at 6% and 2% respectively.
These measurement difficulties are having
a direct impact on funding. CFOs are
hardwired to divert organizational funding
to projects that can be clearly measured.
Give this context, what should
organizations do to encourage digital
innovation while maintaining sound
budgetary practice? In this paper we
look in more detail at exactly why digital
initiatives are difficult to measure; how
organizations can make a best effort; and
finally we offer some specific steps and
approaches for getting started.
Figure 1: Usage of KPI and Business Case for Digital Initiatives
Source: The Digital Advantage: How digital leaders outperform their peers in every industry, Capgemini Consulting and the MIT Center for Digital Business, 2012.
Non-Digirati Digirati
Digitalinitiativesare assessed through a
commonset of key performanceindicators
Werequirebusiness
cases fordigital initiatives
6%
2%
34%
56%
What do you do when
you are convinced of the
merits of an investment
based on your gut feel, but
can’t create a compelling
ROI-driven business case?
3. 3
Traditional Metrics Such
as ROI Do Not Capture the
Wider Impact of Digital
Investments
Many companies are struggling to
compute ROI for digital investments, not
least because these investments have
wide-ranging impacts that ROIs cannot
capture. For instance, proving the value
of social media initiatives is notoriously
difficult, as organizations try their hardest
to find a link between metrics such as
customer sentiment and revenue growth.
A recent survey of marketers provides
stark evidence of this (see Figure 2). Only
16% of marketers said they have been
able to prove the quantitative impact of
social media on their business. Similarly, in
the highly proliferated mobile app space,
where the business case is still evolving
for most firms, a Gartner study predicts
that through 2016, 75% of mobile apps
will be developed without a positive
business case or with no business case2
.
Why is it Difficult to Evaluate
Returns from Digital Technologies?
Figure 2: Which best describes how you show the impact of social media on
your business?, CMO Survey, February 2014
It is still difficult to
compute ROI on many
social media activities (at
least to the satisfaction of
the executive board).
Source: The CMO Survey, “Highlights and Insights”, February 2014
We have proven the
impact quantitatively
We have a good qualitative
sense of the impact, but not
a quantitative impact
We haven’t been able
to show the impact yet
16%
35%
49%
Figure 3: Role That Authorizes Technology Investment, Gartner
Survey, May 2013
Source: Gartner, “Survey Analysis: CFOs’ Top Imperatives from the 2013 Gartner FEI CFO Technology
Study”, May 2013
CFOs Mostly Rely on
Traditional Metrics
In many organizations today, the CFO is
the top technology decision-maker3
. A
recent survey indicates that CFOs have
a significant influence over technology
investments, with a greater influence than
any other executive (see Figure 3). The
same survey also indicates that this role is
growing – by as much as 44% compared
to 2010-20114
.This creates a problem as
many CFOs will use standard financial
metrics such as ROI – a measurement
that fails to capture the full value of digital
investments.
Steering committee of IT and
business area executives
CEO
CFO
CIO and CFO
Together
CIO
COO
Steering committee of IT and business
area operational managers
2%
26%
24%
24%
8%
7%
4%
4. 4
Organizations need to
have a firm-wide view to
be able to assess digital
investments... but only
19% of companies have
cross-functional digital
investments committees.
Only 36% of finance
executives agree that the
metrics they use to assess
technology investments
are commonly understood
across the company.
Making the wrong bets
Digital investments often deal with
emerging technologies that evolve
rapidly and have an uncertain future. For
instance, take the case of smartphones.
In a little over six years, Android has
emerged and then rocketed to seize
a massive 79% of the smartphone
operating system market5
. Organizations
that had invested in alternate platforms
today face challenges in recovering their
investments. Similarly, take the case of
the 3D printing market or the wearables
technology market. In both cases,
developments have been extremely rapid
in recent months with the technology
leapfrogging many generations of
features. In such a scenario, it becomes
challenging to make long-term decisions.
Measuring digital impact
is hindered by a siloed
approach and legacy power
structures
The impact of digital technologies cuts
across traditional silos, affecting multiple
parts of the business such as marketing,
IT, customer experience and operations.
Digital has the power to change customer
interactions, internal business processes
and even business models. This requires
organizations to have a firm-wide view
to be able to assess these investments.
However, most companies are simply
not equipped to do this. Our research
with the MIT Sloan Management Review
found that only 19% of companies have
cross-functional steering committees that
manage and foster digital investments6
at
a corporate level.
The language of digital is
typically alien to C-Suite
leadership
Technology – and the language of
technology – has often met with a level
of bewilderment in the boardroom.
CxOs understand the language of
costs, revenues and resources. Most
digital technologies come with their
own vocabulary, which is in itself quite
different from traditional technology. Take
the case of a social media investment
plan. In order to analyze outcomes, the
CxO must embrace the language of
“click-throughs”, “sentiment analysis”
and “likes” and convert them to financial
parameters. This can, to put it mildly, be
a challenge.
And we must not forget that this
miscomprehension can be mutual. A
survey by CFO Research Services found
that only 36% of finance executives
agree that the metrics they use to assess
technology investments are commonly
understood across the company7
. This
leads to a situation where the objective
is lost-in-translation, with both parties
looking at the same project but through
a different lens.
In the following section, we look at
how organizations can deal with this
uncertainty and find a meaningful way
to build a digital transformation business
case.
5. 5
Take a
Venture-
Capitalist
approach
Run
short
pilots
Engage
with
Vendors
/Peers
Essential to running
the business
e.g. Maintenance of web-site,
security or compliance projects
e.g. Central platforms
Positioning the firm for a
Digital Transformation
Investments in emerging digital
platforms, devices, channels, services
e.g. Mobile app,
3D Printing, Wearables
DIGITAL INVESTMENTS
No ROI tracked
Key metrics = conformance to
budget, schedule, productivity
and quality C-suite investment decision
No ROI tracked
Maintenance Transformative Emerging Technologies
How Can Organizations
Measure Digital Initiatives?
CFOs and digital leaders are realizing
the need for alternative approaches of
measuring returns on digital investments.
Based on our research, we see three
broad types of digital investments:
maintenance or business as usual (BAU)a
,
transformativeb
, and emerging digital
technologyc
. Here, we take a look at how
to measure returns on these three types
(see Figure 4).
Maintenance/ BAU
Investments Are Measured
Using Traditional Metrics
BAU investments are characterized
by the necessity to keep the business
running and/or minimizing risk. They are
a pre-requisite for business. For instance,
on-going maintenance of web sites and
security/compliance-related projects fall
under this category. The goals of such
investments are clear upfront and such
projects should be tracked against typical
project metrics of conformance to budget,
schedule, productivity and quality. Such
projects make up the bulk of technology
investments in most companies. A survey
of respondents from 3,700 companies
showed that they spend an average
of 72% of their budgets on replacing/
expanding capacity and supporting
ongoing operations and maintenance8
.
Transformative
Investments Are Driven
Through a CEO Mandate -
Measuring Them can be a
Waste of Time
Transformative investments have the
explicit mandate of supporting an
organization-wide digital transformation.
In most cases, they are usually cost-
intensive and their benefits are highly
distributed. In such cases, drawing up a
business case is not necessary. In fact, it
even might be waste of time. This is why
decisions for such investments should
be taken at the top, usually by the CEO,
and should be funded centrally. Investing
in core systems, platforms or services
that enable advances in digital customer
experience or operations are examples of
transformative investments.
Figure 4: Measurement Techniques for Digital Investments
Source: Capgemini Consulting Analysis
a Maintenance investments are those that are essential to the running of the business or in response to regulatory compliance requirements; for
instance, website maintenance, security updates, regulatory compliance projects
b Transformative investments are made with the explicit mandate of positioning the organization for the digital age
c Emerging digital technologies refer to digital devices, platforms, channels across customer experience, operational processes and business model
For emerging
technologies, the key is
to evaluate ROI at the
right time – too early-on
can kill a good idea and
too late can mean a sunk
investment.
6. 6
Emerging Digital
Investments Require
Iterative Assessment
Emerging digital investments deal with
nascent, un-established technology. We
believe that returns on such investments
need to be evaluated differently since
calculating ROI for such investments is
not a straightforward task.
Manage these investments in a
venture capitalist style
These investments are typically in areas
where the technology is rapidly evolving.
In most cases, the returns from such
investments are highly speculative.
Moreover, the lack of historical
benchmarks or industry examples
complicates the creation of a business
case. In such cases, organizations should
adopt an approach that is closer to that
of a venture capitalist. The idea would be
to make small investments in a variety
of ideas, allow them to rapidly iterate,
identify those with potential and shut
down others.
Ideas with potential should be
implemented in pilots
Ideas with potential should then be
evaluated in a proof of concept or
pilot version. Once some hard data is
gathered, it should be fed into a business
case to test the feasibility and should then
be accordingly continued or stopped.
Incubators, digital labs, innovation centers
are examples of such investments. For
instance, L’Oreal established an incubator
called “The NEXT lab” to invest in latest
digital technologies such as mobile
e-commerce, location and retail9
.
A European beverage company wanting
to launch an enterprise-wide social
network offers a good example of how
organizations should go ahead with
digital investments in areas with uncertain
visibility of returns. The company decided
to focus its attention on a pilot in the
first year. Adoption rates and other user
behavior from the pilot were monitored
and were subsequently used to build the
business case and associated KPIs. An
executivesummeduptheirthinkingbehind
investing in an emerging technology, “This
investment was primarily based on what I
would call an ‘art business case’, rather
than the ‘science business case,’ and
this was the right thing to do. We did the
investment big enough to be successful,
but small enough to not be stupid.10
”
The risk that firms run in managing such
initiatives is identifying the right time to
evaluate ROI – too early-on can kill a
good idea and too late can mean a sunk
investment. The BBC offers a good case
of an investment that was let to drag on
for too long. The BBC launched a digital
media initiative in 2008 as a means of
transforming the way staff developed,
used and shared audio/video material.
However, even by 2013, the project had
generated ‘little or no assets’. In the end,
by the time the initiative was scrapped in
2013, it had already cost the BBC £98
million11
.
Support the investments with
learnings from vendors and peers
Most of the investments in new
technologies have few industry
benchmarks available for reference.
While building a business case may
not be totally clear, firms should look at
other companies that have made similar
investments to understand the benefits
and hidden costs. Companies need to
follow a piecemeal, iterative approach
to investment to ensure alignment with
business goals.
Firms should also look for data from
third-party research firms, publications or
technology vendors to provide inputs into
the business case. For instance, a VP of
digital marketing used data from a third-
party analyst for building a business case
for more social marketing headcount
and the proposal was approved. Why?
Because according to the VP, “the CMO
could not argue with research from a
credible source.”12
When there is a complete lack of
clarity of ROI, let the investment pay
for itself
There will still be instances where
executives are faced with no clear
business case/ROI for a digital investment.
However, that should not be a cause for
worry. Organizations should strive to get
the incremental revenues to fund the
digital initiative. The growth targets for
the digital initiative should be set, and
achieved, in a manner that covers not
only its initial CapEx, but also its running
OpEx.
This investment was
primarily based on what
I would call an ‘art
business case’, rather than
the ‘science business case’.
7. 7
Maximizing your chances of funding
So you have built a business case - but that is not all. To maximize your chances of funding, you need to ensure that you have
taken a holistic, organization-wide view and paid attention to softer points for converting the naysayer to an advocate.
Look at cross-organizational areas of impact
Any digital initiative is bound to impact on various parts of the organization. For instance, it can reduce the importance of a
certain business function and may cause political friction. On the other hand, it can benefit multiple business units. Such softer
factors should also be factored in when building the business case in terms of risks, costs and benefits.
Identify champions within the organization
As with any new initiative, you need to recruit champions to support and further your cause, without which the business case
will collapse. Identify stakeholders that would be affected by your initiative and determine and address their concerns. For
instance, in order to launch a mobile sales app, the marketing team could identify champions from the product, IT, finance and
communications teams.
Tailor the business case for the audience
The decision maker for the funding may be the CFO, CEO, CMO, etc. Ensure that the business case addresses concerns and
provides data for the audience at hand. For instance, the CFO may be more interested in detailed ROI calculations whereas the
CMO may be more concerned about the impact of the initiative on other marketing programs.
Transformative Investments at Amazon
Amazon is well known for its long-term view on digital investments with a focus on building market share while taking years to
generate profits.
Over the past few years, the company has invested heavily in its Prime delivery services platform, Kindle tablet and digital media,
operating on slim margins and negatively impacting profits. The company’s CEO Jeff Bezos explains that the investments are
focused on its customers and believes its strategy is best for the long-term. This long-term view is reflected while measuring the
Kindle tablet’s success- the CEO maintains that “usage” of the device rather than device sales is the preferred success metric.
Source: CNET, “Amazon’s Bezos defends heavy investments in Prime, Kindle”, April 2013
8. 8
How Should Organizations
Make the Investment Decision?
Once a business case is presented,
taking the actual decision to invest
is a combination of having the right
governance in place while ensuring that
there is a reasonable amount of portfolio
balancing at an organizational level.
Govern the Investment
Decision Through A Central
Digital Committee
Digital has an impact for firms that is felt
across traditional silos and requires more
coordination when making investment
decisions. To coordinate properly,
firms should create a centralized digital
steering committee that aligns around
the company vision and evaluates and
funds digital initiatives centrally. Such
committees also make investment
decisions that might not be feasible for
a single business unit to undertake. For
instance, an investment in an initiative that
touches several parts of the company
and comes at significant cost.
Most firms have a long way to go in this
regard. Our research with the MIT Sloan
Management Review shows that only a
narrow set of companies have specific
cross-functional committees (37%) with
enterprise-level authority on digital
investments13
. Steering committees
should be allotted the task of prioritizing
and funding digital initiatives, made up
of senior executives from marketing,
technology and product and reporting to
the CEO.
Balance the Overall
Company Investment
Portfolio
Looking at an investment proposal on
a standalone basis is not sufficient;
decision-makers must look across the
overall investment portfolio in business as
usual (BAU), transformative and emerging
technology projects. This is essential to
balance out risks and short- and long-
term payoff. This ensures that funding is
given to the right type of investments.
There is no ideal portfolio. It depends on
a firm’s industry as well as its strategic
direction and risk appetite.
Use Guidelines for Making
the Investment Decision
How ready are you for digital investments?
Having clear guidelines will help you
answer this question.
The table next page provides such a
guideline for determining where your
organization stands with respect to
readiness for assessment of digital
initiatives. While no means exhaustive,
this toolkit provides the decision maker
with a quick starting point from where the
discussion can be further refined.
As more organizations embark on their
digital transformation, it will increasingly
become an imperative to define and
measure digital initiatives. Nevertheless,
the lack of a well-defined measurement
methodology should by no means be
a stumbling block to funding digital
initiatives. As technology matures, leaders
can start expecting to see more refined
ways of measuring digital investments.
However, until then, we might need to rely
on that strong gut instinct and take a leap
of faith.
9. 9
Your Score Action/ Next Step
How well do you understand digital investments?
We understand traditional investments such as ERP
systems
1
You need to urgently upskill your knowledge of new
digital technologies
We understand online investments such as portals,
websites
3
You have the basics right, however, digital technologies
are more than just channels. They exist across several
corporate functions
We have an understanding of digital technologies
including social media, mobile apps, analytics
solutions, cloud-based services
7
You now need to understand how companies across
sectors are investing in such digital initiatives. Also,
bear in mind that these technologies are constantly
evolving
Where do you see digital investments contributing in your overall investment mix?
We see digital investments having impact primarily in
enhancing customer experience
1
While customer experience is a good starting point for
digital initiatives, it is by no means, the only area
Digital investments can also help in driving the efficiency
of operations, beyond enhancing customer experience
3
You have rightly realized that digital investments
can play a key role in unlocking latent efficiency in
operations
Digitalinvestmentscanhelpusincreatingnewbusiness
models, or radically transform existing models
7
You have rightly identified the role that digital
investments can play in your organizational
transformation.
What is your approach to investing in digital initiatives?
We invest only in initiatives that have clear ROI
associated with them
1
You need to recognize that digital investments are as
much, if not more, important for your organization’s
survival in the digital age
We are OK with investing small amounts in digital
initiatives that have proof of success from other
companies
3
You have made the right start, but you need to
constantly keep yourself abreast of latest technologies
and encouraging investments
We have a ‘labs’ setup where we encourage
investments in emerging technologies, with no clear
ROI
7
You have the right approach to investing in digital
initiatives
Do you have the right governance structure for administering digital initiatives?
We deal with digital investments as and when they are
brought up
1
This approach will prove a significant hindrance in
today’s hyper-competitive times
We try and aggregate digital investment needs based
on geography/BU
3
You are on the right path, however, you need to think
beyond geography/BU for unlocking full potential
We have a central governance structure for identifying,
evaluating and implementing digital initiatives
7
You have the right structure for running digital
initiatives. You need to start investing now
Table 1:Are you ready for digital investments?
Give an honest assessment for each central questions based on the initiative being proposed with a rating from 1 to 7 (1=strongly disagree,
3=neutral, 7=strongly agree). For each of the steps, total your scores across the individual questions and arrive at the recommended
action to be taken for the particular initiative.
10. 1 Capgemini Consulting and MIT Sloan Management Review, “Embracing Digital Technology: A New Strategic Imperative”,
2013
2 Gartner report, “How to Estimate ROI for Customer-Facing Mobile Apps”, January 2013
3 Gartner , CFOs Make the IT Decisions in Nearly Half of Businesses, 2011
4 Gartner, “Survey Analysis: CFOs’ Top Imperatives from the 2013 Gartner FEI CFO Technology Study”, May 2013
5 Strategy Analytics, “Android Captured 79% Share of Global Smartphone Shipments in 2013”, January 2014
6 Capgemini Consulting and MIT Sloan Management Review, “Embracing Digital Technology: A New Strategic Imperative”,
2013
7 CFO Services, “Uncrossing the Wires”, March 2012
8 ComputerWorld, “How to balance maintenance and IT innovation”, October 2013
9 L’Oreal, “Women in Digital”, company website
10 Capgemini Consulting and MIT Center for Digital Business, “Governance: A Central Component of Successful Digital
Transformation”, 2012
11 BBC News, “BBC abandons £100m digital project”, May 2013
12 Forrester, “Get Approval to Fund your Social Marketing Initiative”, October 2013
13 Capgemini Consulting and MIT Sloan Management Review, “Embracing Digital Technology: A New Strategic Imperative”,
2013
References