The Work Ahead: Soaring Out of the Process SiloCognizant
In this edition of our series, we look at how business leaders can turbo-charge operational efficiency and propel massive revenue growth and cost savings by digitizing their business processes.
Digital Customer Due Diligence: Leveraging Third-Party UtilitiesCognizant
By leveraging digital technologies, automation and third-party models, banks can more successfully navigate the complexities of the client onboarding process.
How Digital 2.0 Is Driving Banking’s Next Wave of ChangeCognizant
By holistically harnessing AI, blockchain, IoT, RPA and open banking, financial institutions can build a more resilient, customer-focused bank of the future that incorporates the virtues of nonbanking rivals.
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
The Work Ahead: How Digital Thinking Separates Retail's Leaders from LaggardsCognizant
In this installment of our Work Ahead series, we focus on the impact of digital transformation on the retail industry and the surprisingly wide gap in how digital leaders and laggards perceive the digital future and are approaching the necessary changes to succeed.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
The Work Ahead: Soaring Out of the Process SiloCognizant
In this edition of our series, we look at how business leaders can turbo-charge operational efficiency and propel massive revenue growth and cost savings by digitizing their business processes.
Digital Customer Due Diligence: Leveraging Third-Party UtilitiesCognizant
By leveraging digital technologies, automation and third-party models, banks can more successfully navigate the complexities of the client onboarding process.
How Digital 2.0 Is Driving Banking’s Next Wave of ChangeCognizant
By holistically harnessing AI, blockchain, IoT, RPA and open banking, financial institutions can build a more resilient, customer-focused bank of the future that incorporates the virtues of nonbanking rivals.
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
Leaders spend billions on digital transformation. How to keep up?N-iX
- Many companies will die in the next 10 years if they don't undergo digital transformation to adapt to new technologies. Only 16% of companies see themselves as digital natives currently.
- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
The Work Ahead: How Digital Thinking Separates Retail's Leaders from LaggardsCognizant
In this installment of our Work Ahead series, we focus on the impact of digital transformation on the retail industry and the surprisingly wide gap in how digital leaders and laggards perceive the digital future and are approaching the necessary changes to succeed.
Are manufacturing companies ready to go digital capgemini consulting - digi...Rick Bouter
Digital technologies are impacting manufacturing companies across their value chains. The document analyzes how different digital tools can optimize various parts of the manufacturing value chain, including product design, manufacturing, and supply chain management. It provides examples of companies like GE, Boeing, and Bombardier that have used digital tools like crowdsourcing, virtual prototyping, and digital factory models to drive innovation, increase productivity, and reduce costs and time to market. The document also presents a "Digital Innovation Radar" mapping various digital technologies to bottom-line and top-line opportunities for manufacturers.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
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.
A methodology for Digital Transformation in EnterprisesBiju Shoolapani
The road to digital transformation requires considerations on various aspects related to cultural, organizational, functional and technology. This presentation identifies the key steps towards starting the digital transformation journey and was done to demonstrate the same for educational institutions in particular. The steps are generic and can be applied to organizations and businesses.
Digital transformation in banking - PiServeJo Matt
The #1 reason more than half of the Fortune 500 have disappeared since the year 2000: failure to achieve digital change.
30%+higher profit among companies undertaking digital transformation than their industry peers
45% share of market leaders expected to fall out of the top 10 in their industries due to digital disruption over the next 5 years
Read more from the slides.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
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.
Disney - making magic through digital innovationRick Bouter
Disney is leveraging digital technology and data analytics to transform the customer experience across its businesses. It has invested over $1 billion in its MyMagic+ initiative, which uses magic bands and a mobile app to provide a seamless, personalized experience for visitors to its theme parks. Disney also uses analytics to improve operational efficiency and forecasting, and has an organizational focus on digital with leadership from top tech executives and ongoing investment in emerging technologies through partnerships and research.
Digital disruptors - Models of digital operationsEricsson
As markets transform, businesses have to adapt to keep up and stay ahead. Strategies may vary, but the latest Networked Society Lab report, Models of Digital Operations, has identified successful practices that are already changing business logistics.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Top 8 digital transformation trends shaping 2021run_frictionless
In a world that’s increasingly dependent on digital, IT’s role is more critical than ever. To meet rising demands, organizations are accelerating their digital transformation. This report identifies the top 8 technology trends that will face CIOs, IT leaders, and organizations in their digital transformation journey in 2021.
https://runfrictionless.com/b2b-white-paper-service/
Five disruptive trends are changing the role of IT: 1) responsibility for IT is shifting to business units; 2) IT and business process outsourcing are converging; 3) new technologies like big data, analytics, social media and mobility are emerging; 4) IT is becoming more commoditized; and 5) employees are bringing consumer technologies into work through BYOD programs. CIOs must address these changes by implementing new strategies around IT sourcing, governance, roles and skills, managing the IT portfolio, and defining business value. The document recommends five actionable strategies companies can take to succeed in this new environment for IT.
5 Insights to Master the Work Ahead in ManufacturingCognizant
Whether you’re a producer of consumer durables or industrial goods, the future of manufacturing isn’t just about using new technologies to design and make physical products. It’s about leveraging the power of digital to create more connected and personalized experiences for customers. Our latest study shows the way forward to the future of work for manufacturers. http://cogniz.at/TWAmfg
14 Banking Facts to Help You Master the New Digital EconomyCognizant
Digital transformation is changing banking and financial services. A new study by Cognizant's Center for the Future of Work and Roubini Thought Works examines how firms can adapt to these changes. The full study is available for those wanting to learn more about seizing the digital advantage in this industry.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
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.
A methodology for Digital Transformation in EnterprisesBiju Shoolapani
The road to digital transformation requires considerations on various aspects related to cultural, organizational, functional and technology. This presentation identifies the key steps towards starting the digital transformation journey and was done to demonstrate the same for educational institutions in particular. The steps are generic and can be applied to organizations and businesses.
Digital transformation in banking - PiServeJo Matt
The #1 reason more than half of the Fortune 500 have disappeared since the year 2000: failure to achieve digital change.
30%+higher profit among companies undertaking digital transformation than their industry peers
45% share of market leaders expected to fall out of the top 10 in their industries due to digital disruption over the next 5 years
Read more from the slides.
The digital transformation symphony when it and business play in syncRick Bouter
The document discusses how Starbucks successfully transformed digitally under the leadership of CIO Stephen Gillett from 2008 to 2012. Gillett collaborated closely with other executives to set up Digital Ventures, a new business unit focused on digital innovation. Digital Ventures delivered innovations like a mobile payments program that helped drive Starbucks' turnaround. The document argues that strong IT-business collaboration, as exemplified by Starbucks, is key to digital transformation success. It also notes that most organizations lack such collaboration between IT and business teams.
Backing up the digital front - digitizing the banking back office - capgemini...Rick Bouter
The document discusses how banks can digitize their back office operations by adopting various automation technologies. It states that while banks have focused on transforming customer experience digitally, they have neglected digitizing core back office systems which still rely on expensive legacy systems from the 1970s-80s. This results in inefficient manual processes and high costs. The document analyzes tactical technologies like document management systems and digital signatures, strategic technologies like business process management, and transformational technologies like core banking platforms that can help banks automate back office functions and realize estimated cost savings of up to 30%.
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.
Disney - making magic through digital innovationRick Bouter
Disney is leveraging digital technology and data analytics to transform the customer experience across its businesses. It has invested over $1 billion in its MyMagic+ initiative, which uses magic bands and a mobile app to provide a seamless, personalized experience for visitors to its theme parks. Disney also uses analytics to improve operational efficiency and forecasting, and has an organizational focus on digital with leadership from top tech executives and ongoing investment in emerging technologies through partnerships and research.
Digital disruptors - Models of digital operationsEricsson
As markets transform, businesses have to adapt to keep up and stay ahead. Strategies may vary, but the latest Networked Society Lab report, Models of Digital Operations, has identified successful practices that are already changing business logistics.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Top 8 digital transformation trends shaping 2021run_frictionless
In a world that’s increasingly dependent on digital, IT’s role is more critical than ever. To meet rising demands, organizations are accelerating their digital transformation. This report identifies the top 8 technology trends that will face CIOs, IT leaders, and organizations in their digital transformation journey in 2021.
https://runfrictionless.com/b2b-white-paper-service/
Five disruptive trends are changing the role of IT: 1) responsibility for IT is shifting to business units; 2) IT and business process outsourcing are converging; 3) new technologies like big data, analytics, social media and mobility are emerging; 4) IT is becoming more commoditized; and 5) employees are bringing consumer technologies into work through BYOD programs. CIOs must address these changes by implementing new strategies around IT sourcing, governance, roles and skills, managing the IT portfolio, and defining business value. The document recommends five actionable strategies companies can take to succeed in this new environment for IT.
5 Insights to Master the Work Ahead in ManufacturingCognizant
Whether you’re a producer of consumer durables or industrial goods, the future of manufacturing isn’t just about using new technologies to design and make physical products. It’s about leveraging the power of digital to create more connected and personalized experiences for customers. Our latest study shows the way forward to the future of work for manufacturers. http://cogniz.at/TWAmfg
14 Banking Facts to Help You Master the New Digital EconomyCognizant
Digital transformation is changing banking and financial services. A new study by Cognizant's Center for the Future of Work and Roubini Thought Works examines how firms can adapt to these changes. The full study is available for those wanting to learn more about seizing the digital advantage in this industry.
7 Must Read Facts About Digitizing Your Business ProcessCognizant
By digitizing the processes at the heart of their companies, business leaders can turbo-charge operational efficiency and propel massive revenue growth and cost savings.Read on to get data-based insights and tactical advice on applying new digital technologies to front-, middle- and back-office work processes to realize new levels of business performance.http://cogniz.at/TWAbp
4 Tech Insights to Master the Work Ahead in the New Digital AgeCognizant
Critical technology trends are at the heart of digital transformation. Our latest study reports on the technologies that businesses must embrace — and when — to succeed in the digital age. http://cogniz.at/TWA2618
4 Insights to Master the New Digital Economy in Retail Cognizant
Following the rise of e-commerce, new business models have emerged that are inspired and enabled by digital technologies and mindsets. Our research reveals a surprisingly wide gap in how digital leaders and laggards perceive the digital future and are approaching these changes. To achieve a leadership role and reap the rewards of digital opportunities, retailers must quickly transform their thinking, IT infrastructures, doctrines and business strategies. http://cogniz.at/twaretail
3 Facts & Insights to Master the Work Ahead in InsuranceCognizant
Our research shows that insurers are highly aware of the need to rethink their processes, technology foundations and business models to succeed in the digital future. Indeed, the industry itself will be nearly unrecognizable in the next decade due to digital change. Insurers that choose to move past their inherently risk-averse and change-resistant natures will reap rewards that will measure in the trillions for the entire industry, according to our research. http://cogniz.at/insTWA
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
This document discusses the impact of digital transformation across industries and the need for organizations to adapt their human capital and leadership. It outlines how digital has altered how customers and businesses interact through tools like social media, mobile, big data, and cloud computing. To successfully navigate digital transformation, the document argues that companies need digitally savvy leadership at all levels, including the CEO, board of directors, C-level digital roles, and business unit heads. It positions Oceans Group as being able to assist companies in identifying and developing the right human capital strategies and leadership to create a digital future.
Digital Transformation in Manufacturing - A Whitepaper by RapidValue SolutionsRapidValue
This whitepaper aims to answer some of the common questions around digital transformation specifically for the business leaders in the manufacturing industry. Because of the role that technology plays today in a organization's ability to evolve, business leaders must lead their organizations through this era of digital transformation.
Digital Expertise Breakfasts
The document provides information about a breakfast event on digital transformation hosted by Digital Works Consulting. It includes an agenda that discusses trends in digital technology, how digital transformation can benefit businesses, an overview of transformation approaches, and how to successfully implement transformation. Examples of Digital Works Consulting clients who benefited from their expertise in digital strategy, product development, and project management are also provided.
Delivering on the Promise of Digital TransformationBMC Software
This document discusses how digital transformation through technologies like cloud, big data, mobile and social media is changing how companies operate. It makes three key points:
1. Fully adopting these technologies requires transforming a company's operating model in a way that is comparable to the shift from steam to electric power a century ago.
2. For digital transformation strategies to succeed, CIOs must collaborate with business leaders to build a strategic vision, modernize infrastructure to integrate new and existing technologies, and restructure IT organizations to be more responsive.
3. Leading companies approach digital transformation as an enterprise-wide initiative requiring changes across the organization, not just from IT, in order to capitalize on new opportunities and stay
Oceans group & digital talent transformation sgSean Garvey
This document discusses the impact of digital transformation on leadership and talent. It argues that digital technologies like social media, mobile devices, big data and cloud computing have fundamentally altered how companies interact with customers and operate. To successfully navigate digital transformation, companies need leadership at all levels with digital skills, including the CEO, board of directors, functional leaders, and business unit managers. The author's company assists other organizations by advising them on the type of leadership required for digital transformation and how to identify, recruit and retain digitally savvy talent.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
The Ultimate Guide to Digital Transformation for CIOs.pdfSparity1
We are the leading digital transformation,App development,Legacy transformation,Cots customization,Qa,Maintenance support and Rpa services provider in USA. Whether it is re-engineering the product with the best UI/UX practices or bringing in AI-powered automation to the operations, we make the digital journey hassle-free.
Digital technologies hold potential to unlock new opportunities and improve customer experience, yet most enterprises are still not ready to fully embrace digital transformation. While there are successful examples like Burberry, digital transformation remains complicated for most global companies. In India as well, the concept of digital transformation is still nascent despite opportunities from growing internet and mobile access. Effective digital transformation requires integrating separate digital efforts, having a clear strategy, and addressing challenges like quickly changing technologies and skills gaps. It also demands a new visionary role from CIOs to help businesses reinvent themselves through innovative use of digital.
Digital transformation holds potential for businesses through new opportunities, efficiencies and improved customer experience. However, most enterprises still struggle with digital transformation. While there are successful examples like Burberry, digital transformation remains complicated for most global organizations. In India as well, while the potential is there, most enterprises are unprepared for disruptive technologies like mobile, social and analytics and lack a unified digital strategy. Customer experience is seen as the strongest driver of digital transformation efforts, though impacting business operations and models is more difficult. CIOs now must lead digital transformations, but many Indian CIOs still lack maturity and understanding of what is required despite acknowledging the significance of going digital. Establishing return on investment for digital technologies and deciding where to
In today’s business environment, digital transformation has turned into a necessity to cope with persistent business needs of customer acquisition and brand building. However, the prospect of revamping is an opportunity offered by Digitalization and successfully transformed businesses can become industry leaders to dominate the market.
Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
Gartner Symposium 2014 - Executive Summary Report Paul Woudstra
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The Work Ahead: 40 Months of Hyper-Digital Transformation
1. 40 Months of Hyper-Digital Transformation
By Kevin Benedict
The Center for the Future of Work
TECHNOLOGY
2. 2 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
The Work Ahead is a research series providing insight
and guidance on how business — and jobs — must evolve
in an economy of algorithms, automation and AI.
Critical underlying technology trends are at the heart of the digital transformation occurring all
around us. Tomorrow’s winners will need to think differently, follow different strategies, deploy
different technologies and make cybersecurity a top priority. In this installment, we report on
the technology trends that businesses must embrace -- quickly -- to succeed in the digital age.
3. 3
40-Months to Transform Your Business
Cathedral of Notre Dame
in Paris
Women’s
suffrage
Great Pyramid
of Giza
Panama
Canal
Hyper-Digital
Transformation
20 Years
70 Years
10 Years
40 Months
182 Years
40-Months to Transform
Your Business
Historically, monumental projects took decades to complete.
Today our monumental project is to build the digital world in
a much more compressed timeframe.
Forty months is not a lot of time to design, develop and deliver something monumental.
Consider that it took 182 years to build the Notre Dame Cathedral in Paris, 20 years to build the Great
Pyramid of Giza and 10 years to build the Panama Canal. Executives from digital-leading companies,
however, tell us that in just over three years – the year 2020 – 17 different digital technologies will
dramatically impact the way they work, and transform the work that gets done.
This means that within the next 40 months the exponential growth of digitization and machine learning
will fundamentally change how businesses create value, satisfy customers and outperform competitors.
This also means that in this same time period, companies must take actions that position them for the
next level of success. If they don’t embrace digital, for many it will be game over.
To better understand the strategies and technologies that digital transformation winners require,
Cognizant’s Center for the Future of Work, in partnership with the renowned economist Nouriel
Roubini, surveyed 2,000 executives, 500 managers, 150 MBA students and 50 futurists across 18
countries. This installment of ”The Work Ahead” series focuses on the critical underlying technology
trends at the heart of the digital transformation occurring all around us. (For more on the study,
see our Methodology, page 20, and our foundational paper, “The Work Ahead: Mastering the Digital
Economy.”) What we found is that today’s and tomorrow’s winners will need to think differently, follow
different strategies, deploy different technologies and make cybersecurity a top priority – all while
realizing that time is slipping away.
Source: Cognizant Center for the Future of Work, 2016Figure 1
4. 4 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
2015 $328.7B
Potential $480.3B
Current Revenue from Digital Technologies and What’s Possible
Digital Technologies are the Keys
that Unlock a Golden Door
Executives surveyed believed they could unlock a potential
$151.6 billion in value if they fully took advantages of the
opportunities at hand.
Guiding a business through the turbulence and friction of digital transformation is perhaps the
great challenge of our time. Just as John Ellis’s invention of high-temperature oils unleashed the
power of railroads, industrialization and economic growth in the 19th century, data is the lubricant
of today’s digital age. More to the point, today’s hyper-digital transformation will be driven by
optimized information logistics systems (OILS) and IT infrastructures capable of facilitating real-time
digital interactions.
Key Findings
Our research revealed several findings that we will detail throughout this paper:
• Digital leaders think and act differently. Digital leaders recognize that digital transformation is the
key to their future relevance and success, and they act as though their lives depend on getting
transformation right.
• Recognition alone is not enough, though. Digital leaders also execute the right actions and
technologies in the right sequences to successfully navigate resource constraints.
• Digital technologies are the keys that unlock a golden door. The 2,000-plus executives we
surveyed have already generated $328.7 billion in total revenue through the strategic deployment
of digital technologies in the last year. Respondents believe there’s much more to be had, though:
We found businesses could unlock another $151.6 billion in value if they take full advantage of the
digital opportunities at hand (see Figure 2).
Source: Cognizant Center for the Future of Work, 2016Figure 2
5. 5
• Market timing pays off with digital transformation investments. Our research shows that digital
transformation will take place over three distinct, relatively short periods of time. We call these
three periods:
»» The disruptive transformation era, the time period in which the new technologies
that change everything develop.
»» The hyper-digital transformation era, when accelerated adoption of digital
technologies quickly leaves digital laggards behind.
»» The ubiquitous transformation era, when digital technologies are widely adopted,
matured and required.
• Leaders are hyper about hyper-transformation. Today we sit firmly in the period of hyper-digital
transformation. Understanding which digital technologies are required now, and which are soon
to be important, is critical for making effective plans, prioritizing budgets, sequencing investments
and scheduling implementations to maximize returns.
• The bold and the brave win the day. Managers in our survey believe executives must move
faster, have a clearer digital transformation strategy, be stronger digital transformation leaders,
invest more in new digital technologies and focus more on cybersecurity.
• Without a map, it’s hard to plan a route. We believe digital transformation winners will have a
digital transformation doctrine to guide and time their technology implementations and align
specific digital technologies with specific digital strategies. They will know why they need to
implement specific digital technologies, and in what sequence in order to maximize ROI.
• Businesses must ensure they have the organization, systems and resources required to sustain
the tempo of change required to compete in a digital world. The goal is to develop an agile
and digitally transformed enterprise capable of acting and reacting to perpetually changing data
and digital flux fast enough to matter.
6. 6 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
We have all changed as a result of digital technologies and platforms. Enterprises must now follow and
transform, in order to support these changes or risk falling behind faster competitors. Our adoption of
digital technologies produces oceans of data that are today changing the competitive landscape. Digital
leaders will be those organizations that use business analytics to offer deep insights into customer
behaviors, wants and needs, develop new products and services, and ultimately innovate and exploit
new business opportunities.
Tomorrow’s winners will need to digitally transform in order to take advantage of this data. While all
industries in our study (see Figure 3) believe digital transformation is important to their future success,
belief does not always translate into action; our data shows many are still failing to act.
One of the most surprising findings in our study is the magnitude of difference between digital leaders
and digital laggards. Digital leaders anticipate huge business impacts from a wide range of digital
technologies over the next 40 months, while in many cases, digital laggards don’t (see Figure 4). These
differences are reflected in each group’s priorities, budgets and strategies, and will guide their future
competitiveness. (For our definition of leaders and laggards, please see page 21.)
DIGITAL
POWERS
BUSINESS
TRANSFORMATION
7. 7
Source: Cognizant The Work Ahead Study 2016
Big data/
business
analytics
Cybersecurity Cloud
(public)
Mobile
technology
Social
media
Sensors/
Internet of
Things
Collaboration
technologies
Digital
currency
Artificial
Intelligence
20%
40%
60%
80%
100%
Leaders
Laggards
Figure 04: Leaders and Laggards – Differences in Thinking
Digital Transformation Is Important to All Industries
All industries believe digital transformation is important to their future success, yet many are still failing to act.
Leaders and Laggards – Differences in Thinking
Digital leaders anticipate huge business impacts from a wide range of digital technologies over
the next months, while in many cases digital laggards don’t.
Digital Transformation is Important to All Industries
All industries believe digital transformation is important to their future success, yet many are still failing to act.
Source: Cognizant Center for the Future of Work, 2016
10%0% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The majority in all industries believes digital transformation is important to their future success.
gure 03: Digital Transformation is Important to All Industries
62%
64%
61%
60%
74%
70%
57%
Manufacturing
Life Sciences
Insurance
Healthcare Providers
Healthcare Payers
Financial Services
Retail (stores, supermarkets)
Source: Cognizant Center for the Future of Work, 2016 | Response base: 2000 global executivesFigure 3
Source: Cognizant Center for the Future of Work, 2016Figure 4
8. 8 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
Increasing Role of Cybersecurity in a Connected World
Cybersecurity is the technology issue that will have the biggest business impact on companies over
the next few years.
Sensors/Internet
of Things
31%
Ranked business impact these technologies will have by 2020
Cloud (public)
38%
Big data/business
analytics
42%
Mobile technology
48%
Cybersecurity
54%
Collaboration
technologies
44%
The migration of business and commerce to mobile devices is forcing IT departments to rethink,
redesign and restructure. Sales, marketing, payments and customer service are migrating to mobile
and digital environments. You may think mobile is already huge, but executives in our study think its
business impact will increase by another 105% in the next 40 months (see Figure 6).
Big demands and expectations from mobile and digital customers are already producing unprecedented
stress on the ability of “traditional” IT to respond and out-perform the competition. Traditional IT
environments were never designed for real-time speeds; moreover, conventional business processes
were not designed for real-time operational tempos.
Source: Cognizant Center for the Future of Work, 2016 | 500 managers surveyed of which 80 are IT Managers.vFigure 5
Breaking IT in Pursuit of Speed
There are now over 7.6 billion mobile devices around the world – more than there are working toilets
(4.5 billion)1
. By 2020, a projected five billion smartphones will be connected to the Internet with
access to millions of mobile applications. Near ubiquitous access to mobile and digital technologies
has resulted in massive volumes of new data available for analysis, skyrocketing customer expectations
and the need for speed. These forces are shaking up IT.
IT managers in our study believe the business impact of mobile technologies on their companies will
jump 78% by 2020; this, in turn, will elevate the importance of cybersecurity. In fact, respondents list
cybersecurity as the technology issue with the biggest business impact on their companies over the
next few years (see Figure 5).
9. 9
The jump in business impact from mobile technologies
Today 19%
2020 39%
Meanwhile, humans must also upgrade their abilities, in the expanding digital world to manage the
automated processing of millions of complex transactions on a daily basis, at speeds fast enough to
satisfy impatient digital users. These developments require massive digital transformation that can
support operations, business processes and decision-making speeds faster than is humanly possible.
Historically, digital technologies get faster, cheaper, more powerful and smaller every couple of
years. We humans, however, don’t. We operate in human time, a biological cadence influenced by
the physical environment, our well-documented physical, mental and emotional limitations, and the
universe that we live in. As digital interactions proliferate, so also does the volume of real-time data
and required analysis. Most people are already at their limit of coping with the deluge of data, so we
must now digitally augment our capabilities to handle the massive increases in the volume, speed
and the complexity of it. These augmentations will involve OILS, supported by artificial intelligence
(AI) and software for process automation.
Software robots (or “bots”) can be developed to analyze vast quantities of data, make decisions based
on codified decision trees that humans design, and then act in milliseconds. As Figure 7 reveals,
18% of digital leaders report intelligent process automation via bots is already having a large to very
large impact on their businesses, and that figure jumps to 41% by 2020. This represents a dramatic
increase of 128% in just 40 months.
Source: Cognizant Center for the Future of Work, 2016Figure 6
The Rise of Mobile Technologies
As mobile and digital technologies increase in importance so also does cybersecurity.
10. 10 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
The Rise of Software Robots for Process Automation
We – humans – already at our limit, must now digitally augment our capabilities to handle the massive increases
in the volume, speed and complexity of data with bots.
0
10%
20%
30%
40%
In 2015, 18% of digital
leaders report intelligent
process automation with
bots is having a large to
very large impact on
their businesses
Today 18%
The increasing business impact of bots
In 2020, 41% of digital
leaders report intelligent
process automation with
bots is having a large to
very large impact on
their businesses
2020 41%
Today, slow service annoys us. We are immediately frustrated with people and brands incapable of
supporting our digital habits and expectations. To achieve a real-time operational tempo, companies
must evolve from "human time" to "digital time." When enterprises can support digital time, they
can close process loops faster, harness immediate feedback on what’s happening within the process
itself, and act on those insights nearly instantaneously. The result: smarter decisions that enable
businesses to operate like never before.
One of the biggest challenges enterprises face today in designing, developing and deploying OILS is
upgrading core IT systems that frequently comprise legacy systems incapable of supporting digital
time. Though this is hard work, it is the key to winning.
Augmenting Our Humanity
Our research clearly shows widespread consensus that AI is one of the most important emerging
technologies that will help overcome many of these technology and human limitations.
Our respondents predict AI will be the top digital technology with the largest impact on their work by
2020. Currently, only 15% of the respondents think AI is having a large impact on their business.
In the next 40 months, however, 46% believe AI will be critical (see Figure 8) – that’s a 207% increase
in pro-AI sentiment.
Digital interactions are often supported by AI systems that are dependent on real-time analytics to
provide contextually relevant and personalized experiences. In addition, as the number of mobile and
connected devices with billions of connected sensors increases, so also does the associated data in
the ether that needs to be analyzed and turned into actionable intelligence that can be used by AI
systems to deliver real-time business value. No wonder, then, that respondents forecast big data and
business analytics will have the biggest impact of all technologies between the years 2020 and 2025.
(see Figure 9).
Source: Cognizant Center for the Future of Work, 2016Figure 7
11. 11
20%
0%
40%
60%
80%
100%
Sensors/Internet of
Things
Collaboration
technologies
Social mediaCloud (public)Mobile technologyCybersecurity
Big Data /
Business Analytics
82% 82%
65%
62%
56% 55%
52%
The Importance of Big Data / Business Analytics
Analytics is the key to automation in digital time.
The increasing business impact of AI
2020 46%
Today 15%
Source: Cognizant Center for the Future of Work, 2016Figure 8
The Rapid Rise of Artificial Intelligence
Executives predict AI will be the digital technology with the largest impact
on their work by 2020.
Source: Cognizant Center for the Future of Work, 2016 | 420 global executives identified as digital leaders
(out of a total of 2000 global executives)
Figure 9
12. 12 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
Change is hard, and many of us procrastinate, make excuses or lag behind. Today, we simply can’t.
Digital technologies are no longer “nice-to-have” tools of the business – today they are the business.
Digital laggards are already finding their markets disrupted and their abilities to compete overturned.
As they desperately try to outrun the Darwinian effect of their slow responses they are faced with not
one but three periods – or ages – of digital transformation to navigate (see Figure 10). Understanding
these three ages, and when they will emerge, is critical for business success.
THREE AGES
OF DIGITAL
TRANSFORMATION
13. 13
Age of Hyper-Transformation
Age of Ubiquitous Transformation
Age of Disruptive Transformation
40% 20%80%100% 60%
Telepresence devices
Biotechnology
Nanotechnology
Digital currency
Collaboration technologies
Social Media
Mobile technology
Cloud (public)
Robots that manipulate
Blockchain
Geospatial information systems
3D printing
Sharing economy
Wearable technology
Telematics
Software “robots”
Artificial Intelligence
40% 20%80%100% 60%
Telepresence devices
Biotechnology
Nanotechnology
Digital currency
Collaboration technologies
Social media
Mobile technology
Cloud (public)
Sensors/Internet of Things
Cybersecurity
Big data/business analytics
Automonous or “self” driving
Drones
Robots that manipulate
Blockchain
Geospatial information systems
3-D printing
Virtual reality
Sharing economy
Wearable technology
Telematics
Software “robots”
Artificial intelligence
20%20%20%20%20%20%20%20%40%40%40%40%40%40% 20%20%20%20%20%20%20%
Source: Cognizant Center for the Future of Work, 2016Figure 10
The Three Ages of Digital Transformation
The importance of digital technologies by dates and ages.
The Age of Disruptive Transformation
The Age of some may argue digital transformation started 70 years ago with ENIAC, the first
commercially available computer, while others argue it started with the Internet. Whenever the
starting point actually was, we can all agree that the proliferation of digital over the last five years
has brought unprecedented personal and business disruption.
The age of disruptive transformation introduced eight specific technologies (see Figure 10) that
disrupted traditional business operations and IT infrastructures, and are having a “large to very
large” business impact on at least one-quarter of the digital leaders in our survey:
• Cybersecurity (59%)
• Big data/business analytics (54%)
• Mobile technologies (40%)
• Cloud computing (32%)
• Social media (31%)
• Collaboration technologie (26%)
• IoT/sensors (26%)
• Biotechnology (25%)
14. 14 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
These eight technologies are data-centric – they are all about producing, managing, analyzing,
securing and storing data in new and innovative ways, and then acting on it. With the exception of
biotechnology, these digital technologies are critical components of OILS, and profoundly impact
business strategies, business processes and human interactions.
These digital technologies – which should already be implemented and scaling to have an impact on
your organization – now serve as the foundation for the next two periods of digital transformation. If
these top eight digital technologies are not already in place within your IT infrastructure, the current
age of hyper-digital transformation will threaten your company’s very existence.
The Age of Hyper-Digital Transformation
During the second period of digital-related change – the age of hyper-digital transformation – the
pace of change and the business impact of digital technologies greatly accelerate. The eight top
technologies from the previous era will rapidly increase their business impact by an average of 74%
among digital leaders by 2020. This increase is a sign of the enormity of the forces at work, the
size of investments needed, and the cadence at which organizations need to adapt to stay relevant
and competitive.
In the age of hyper-digital transformation, nine additional, incremental digital technologies join the
eight from the previous age. These nine start with a relatively low level of importance today but
increase by an average of 145% among digital leaders by the year 2020. These nine additional digital
technologies reach the threshold of having an “important to very important” business impact among
at least one-fourth of digital leaders:
• Telepresence (Skype, Google Hangouts,
etc.) (49%)
• Digital currency (49%)
• Artificial intelligence (46%)
• Robotic process automation (software) (41%)
When combined, these seventeen digital technologies increase their business impact among digital
leaders by an average of 112% between 2016 and 2020 (see Figure 10). The predicted business impact
of these digital technologies means that the business and IT organizations today will need to look
very different by 2020 in order to keep up and compete successfully.
Retail is considered a canary in the coalmine for many other industries. As such, when retail giants
begin to fail, it is important to pay attention and heed the warning signs. Retail giant Sports Authority
filed for bankruptcy in March 2016, and according to many analysts, this was due in large part to
the company’s slow response to online and mobile competition.2
In May 2016, Aeropostale filed for
bankruptcy, and according to analysts, it couldn’t keep up with fast-changing consumer behaviors
and the speed of emerging fashion trends at the same rate as their online competitors.3
Also in May
2016, the UK-based BHS entered administration (i.e., filed for bankruptcy), and according to reports,
the company had fallen far behind its digital competitors and fast-changing consumer trends.4
The consensus among retail analysts is these companies failed to digitally transform quickly enough,
which resulted in lost ground to more tech-savvy competitors.
• Sharing economy platforms
like Uber (39%)
• Nanotechnologies (35%)
• Robots (hardware) (33%)
• Telematics (29%)
• Wearables (28%)
15. 15
The Age of Ubiquitous Transformation
In the final period of the digital transformation trilogy – the age of ubiquitous transformation in the
year 2025 – our research finds the business impact of the previous age slowing as companies work
to digest the incredible change of the two previous ages. However, even in this more pedestrian
age, respondents expect an impressive 35% increase in the business impact of digital technologies
(see Figure 10).
In this era, six new technologies mature and join the previous seventeen, all of which are now having
a “large to very large” business impact on the organizations at the forefront of digital change:
• Blockchain (43%)
• Geospatial information systems (41%)
• 3-D printing (40%)
• Virtual reality (39%)
• Autonomous self-driving cars (34%)
• Drones (33%)
Among digital leaders, these six digital technologies are expected to increase their business impact
an average of 96% between 2020 and 2025.
These six additional data-driven technologies are at once foundational and revolutionary. They
highlight dramatic changes to come in industries such as transportation, banking, finance, commerce
and manufacturing, all made possible by the digital transformations that preceded them.
Timing is everything, and the correct sequencing of technology implementation and budgeting, from
proof of concept through implementation of production-ready systems, is critical. Our list of 23 digital
technologies, their maturity timeframes and projected business impact (posited by our respondents)
are powerful tools to plan your organization’s digital transformation strategy.
The End Game of Digital Transformation:
Action and Reaction
Digital transformation requires participants to have a vision for and understanding of what they are
trying to achieve and why. In fact, the lack of a clear digital strategy is the second biggest mistake
companies make in digital transformation, right behind moving too slowly, according to the managers
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.AI. We will develop a culture that encourages collaboration, innovation and creativity.
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
15
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
companies make in digital transformation, right behind moving too slowly, according to the managers
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
trying to achieve and why. In fact, the lack of a clear digital strategy is the second biggest mistake
companies make in digital transformation, right behind moving too slowly, according to the managers
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused
digital transformation “doctrine.”
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it employs to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the behaviors of our customers
and the nature of our competition, and we must embrace these changes by employing
digital technologies and strategies, and by creating a digitally agile business. We will
achieve transformation and information dominance by investing appropriately to
develop and maintain an optimized information logistics system. We will restructure our
organizations for business agility, speed and real-time decision-making through the use of
AI. We will develop a culture that encourages collaboration, innovation and creativity.
16. 16 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
Digital transformation requires participants to have a vision for and understanding of what they are
trying to achieve and why. In fact, the lack of a clear digital strategy is the second biggest mistake
companies make in digital transformation, right behind moving too slowly, according to the managers
we surveyed. Digital strategies, however, should evolve out of a documented, enterprise-focused digital
transformation “doctrine.”
THE END
GAME OF
DIGITAL
TRANSFORMATION
17. 17
The purpose of a digital transformation doctrine is to create a unified understanding of why digital
transformation is needed. An organization’s doctrine should influence its strategy, its operating
model and the tactics it uses to compete. A simple example of a doctrine could be:
The digital transformation of our marketplace is changing the
behaviors of our customers and the nature of our competition,
and we must embrace these changes by employing digital
technologies and strategies, and by creating a digitally agile
business. We will achieve transformation and information
dominance by investing appropriately to develop and maintain
an optimized information logistics system. We will restructure
our organizations for business agility, speed and real-time
decision-making through the use of AI. We will develop a
culture that encourages collaboration, innovation and creativity.
The justification for the pain and stress of digital transformation is to compete at a higher level.
Digitally-transformed enterprises have fully functioning “digital nervous systems” consisting of sensors,
mobile devices, technology-enabled people, shared situational awareness, networked applications,
automated data collection, optimized processes, advanced analytics and a centralized OILS. This
system provides full visibility, in real-time, into system changes that require a response from humans
and/or bots. This awareness enables leaders to make data-centric decisions and implement automated
bots using AI to speed up responses to data triggers.
PG&E is a great example of a company with such a doctrine and an accompanying “digital nervous
system.” PG&E supports 50 million customers with 1,500 distributed work crews managed from 67
different locations using separate software applications and databases. With this scale of customer
service operations, PG&E’s pre-digital infrastructure was highly stretched and brittle. Each dispatcher’s
visibility and authority was limited only to the local work crew’s schedules, which resulted in poor and
inefficient resource allocation, slow responses to major events and high administrative costs.
To solve these inefficiencies, PG&E redesigned its business strategy and IT infrastructure by
implementing an OILS, including cybersecurity, mobile, telematics and IoT systems, and consolidating
all of its dispatching and field services management into two centralized centers, which were
standardized on a shared software solution for scheduling. The results: Management now has
centralized control over workforce scheduling and can accurately measure work crew utilization.
With these capabilities, management can move work crews between different regions for optimal
efficiency; dispatch is now consolidated to two offices (from a previous 67); and the company is
standardized on one solution that can be enhanced and upgraded in a uniform manner.6
18. 18 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
10%0% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Accelerates speed to market
Strengthens competive positioning
Boosts revenue growth
Raises employee productivity
Expands ability to acquire, engage, retain cusotmers
Accelerates speed to market
Strengthens competive positioning
Boosts revenue growth
Raises employee productivity
Expands ability to acquire, engage, retain cusotmers
Source: Cognizant Center for the Future of Work, 2016Figure 11
Futurist on How Digital Transformation Generates Value
The top 5 ways digital transformation generates value.
These top five value generators offer significant business advantages; but if your organization can
achieve them faster than your competitors, there is an additional advantage, which we refer to as
the Ax2 phenomen (advantages have advantages). Not only do digital leaders realize competitive
advantages before others, but they also have the advantage of insights from new data, which leads
to new actions and new insights not yet understood or possible for laggards.
Research In Motion (RIM), the progenitor of the Blackberry, responded slowly to Apple’s launch of the
iPhone. Years passed before RIM responded with its first smartphone. During this time, Apple worked
at “digital speed” to improve its iPhones and the iOS operating system, and hundreds of thousands
of software applications were developed for it. Each of these versions provided additional insights
into consumers and their behaviors. The Ax2 phenomenon enabled Apple to rapidly widen the gap
between leader and laggard, a competitive advantage that proved impossible for RIM to overcome.
Forces, Futurists and the Ax2 Phenomenon
Revenue growth and costs savings are clearly the central justification for digital transformation, but
it’s how these are achieved that is the critical differentiator between success and failure – relevancy
and irrelevancy – in the Work Ahead. We asked 50 futurists – professionals employed to review
data, analyze technology trends and develop strategy – to identify and rank the top five ways they
believe digital transformation will drive value generation between now and 2020 (see Figure 11):
19. 19
Executives must closely watch the innovation efforts of competitors, and recognize that it is not only
the new products and services that are being introduced that can be differentiating but also the data
they glean from those new innovations.
Information dominance is the strategic imperative of the 21st century. The good news for executives
is that investing in digital technologies to gain information dominance makes sense as the return on
investment for digital technologies averages nearly 50% among survey participants, but jumps to
an astounding 230% for the top 25%.
Achieving information dominance involves understanding the data required to achieve competitive
advantage, and then collecting and analyzing it to glean business meaning faster than the competition.
Information dominance, however, is meaningless unless it results in actionable insights, which lead
to appropriate actions, at the right time and place. It’s not the ability to collect and analyze data
faster; it is the ability to understand and act on it faster. Businesses that can “understand and act
with speed” will dominate those that are slower.
20. 20 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
In today’s age of hyper-digital transformation, enterprises must digitally transform and implement
OILS that can respond to change with self-sustaining business agility. These abilities take
more than digital technologies; they require a new way of thinking, which is revealed in our data on
digital leaders:
• Digital leaders recognize and respond to underlying market forces, and are budgeting and
planning to implement specific business strategies and digital technologies in specific
sequences to maximize ROI and competitive advantage.
• Digital leaders recognize the impact of digital technologies on the expectations of consumers
and markets. These expectations are speeding the tempo of operations beyond human time to
digital time. The demands for digital time require humans to upgrade IT environments and
augment their capabilities with AI and robotic process automation (bots) to enable mass
volumes of transactions to be processed in milliseconds in order to support real-time and
mobile environments.
• Digital leaders develop a digital doctrine and strategy to unify and guide all business and
technology strategies, tactics and investments and provide a shared frame of reference across
their organization.
• Digital leaders are exploiting the Ax2 phenomenon. The Ax2 phenomenon enables enterprises
to gain new and unique business insights earlier than their competitors, leading to competitive
advantages that result from the collection and analysis of data not yet available to digital
laggards.
• Digital leaders identify the digital technologies they expect to have a significant impact on
their businesses across the three digital transformation ages spanning 2016 to 2025. These
technologies are not all created equal in their business impact, and some are still not ready for
prime time, but are maturing fast. As a result, it is critical to carefully time the adoption and
implementation of digital technologies in accordance with the age in which they will deliver
maximum ROI and competitive advantage.
First and foremost, digital leaders understand the reality and degree of impact that digital technologies
are having on their customers, and their ability to compete. They recognize the pace of change and are
aligning their strategies and budgets in ways that will provide them with competitive advantage now and
in the future.
RECOMMENDATIONS
AND NEXT STEPS
21. 21
Note: All company names, trade names, trademarks, trade dress, designs/logos, copyrights, images
and products referenced in this white paper are the property of their respective owners. No company
referenced in this white paper sponsored this white paper or the contents thereof.
Footnotes
1
“The Mobile Economy 2016,” GSMA, 2016,
http://www.gsma.com/mobileeconomy/
2
Charisse Jones, “Sports Authority Shutting Down with Giant Going-Out-of-Business Sale,” USA
Today, May 23, 2016,
http://www.usatoday.com/story/money/2016/05/23/sports-authority-going-out-biz-sales-should-
start-end-week/84792816/.
3
“Aeropostale Auction Closes with a $243.3 Million Bid,” Fortune, Sept. 2, 2016,
http://fortune.com/2016/09/02/aeropostale-bankruptcy-auction/.
4
Hugo Gye and James Burton, “BHS Put into Administration over £ 1.3 billion Debt,” Daily Mail, April
24, 2016,
http://www.dailymail.co.uk/news/article-3556777/BHS-facing-oblivion-High-street-giant-collapse-
today-1-3billion-debt-putting-11-000-jobs-risk.html.
5
Lucy Clarke-Billings, “BHS Collapses into Administration after Failing to ‘Stay Relevant,’”
Newsweek, April 25, 2016,
http://www.newsweek.com/bhs-collapses-administration-after-failing-stay-relevant-high-
street-452150.
6
“Pacific Gas & Electric Shifts Crew Assignments to Meet Customer Needs with Help from
ClickSoftware,” ClickSoftware
http://www.clicksoftware.com/wp-content/uploads/2016/08/CaseStudy_Pacific-Gas-And-
Electric-Company-2016_8-1.pdf.
Methodology and Demographics
We conducted a worldwide survey between December 15, 2015, and January 28, 2016, with 2,000
executives across industries, 250 middle managers responsible for other employees, 150 MBA students
at leading universities around the globe, and 50 futurists (including journalists, academics and authors).
The executive and manager survey was run in 18 countries in English, Arabic, French, German, Japanese
and Chinese. We used telephone interviews for executives and online surveys for the managers. The
MBA and futurist surveys were fielded in English using telephone interviews (in 15 countries for the
MBA survey and 10 countries for the futurist surveys). The study was conducted with research and
economic support from Roubini ThoughtLab, an independent thought leadership consultancy.
22. 22 THE WORK AHEAD | 40 MONTHS OF HYPER-DIGITAL TRANSFORMATION
Title
0% 30%25%20%15%10%5%
5%CEO
14%CFO
13%COO
17%Director reporting to senior executive
28%Other C-level executive
6%President
8%Senior Vice President
8%Vice President
Demographics (Title)
Source: Cognizant The Work Ahead Study 2016
Region
0%0% 5% 10% 15% 20% 25% 30% 35% 40%
North America 40%
Europe 40%
Middle East 5%
Asia Pacific 15%
Demographics (Region)Demographics (Region)
Source: Cognizant The Work Ahead Study 2016
Industry
0% 2% 4% 6% 8% 24%22%20 %18 %16 %14 %12 %10 % 26%
Retail 25%
Financial Services 17%
Consumer Manufacturing 13%
Industrial Manufacturing 12%
Healthcare Payers 9%
Insurance 8%
Healthcare Providers 8%
Life Sciences 8%
Demographics (Industry)
Source: Cognizant The Work Ahead Study 2016
Digital leaders were identified based on the responses to three questions:
• What percentage of your company’s revenues today is invested in all technologies — including your
central IT budget as well as spend by business units throughout your firm?
• Please estimate the percentage impact of using digital technologies on revenue and costs over the
last financial year for your organization.
• How does your company compare with other firms in your industry in applying digital technologies
to transform business strategies, processes, and services?
Leaders account for 21% of the sample and achieved scores of 35 or more; Laggards account for 28%
of the sample and achieved scores up to 15. The Average group accounted for 51% of the sample.
Leader vs. Laggard Calculation
Demographics
23. Kevin Benedict is a Senior Analyst with Cognizant’s Center for
the Future of Work, and a popular technology pundit, writer and
keynote speaker with over 30 years of experience. He brings a
unique perspective as a veteran mobile industry executive who has
taught IT and business strategy workshops in 17 different countries
over the past three years, and written over 3,000 articles. Kevin
can be reached at:
Kevin.Benedict@cognizant.com
LinkedIn: https://www.linkedin.com/in/kevinbenedict
Twitter: @krbenedict
Read Kevin Benedict’s blog at:
http://www.futureofwork.com/author/details/kevin-benedict
Kevin Benedict
Senior Analyst, Cognizant
CENTER FOR THE
FUTURE OF WORK
About the Author