Why aren't companies responding to digital? Seeing the Light vs. Feeling the Heat.

Why aren't companies responding to digital? Seeing the Light vs. Feeling the Heat.

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  Transform  to  the  power  of  digital   SEEING THE LIGHT VS. FEELING THE HEAT HOW DIGITAL WILL DRIVE INDUSTRY DISRUPTION (AND HOW TO RESPOND TO YOUR ADVANTAGE) Ben Gilchriest Version 1.0; January, 2013 Version 2.0; December, 2013 Updated, August, 2014
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  Whilst companies oftenreact to digital this response may be too muted to be fully prepared for a combination of digital disruptions Potential impact of digital recognized Even though the company might be watching for the disruption and responding to it, generally doesn’t sufficiently react until it “feels the heat” of that disruption through reduced financial performance. Whole of business response started Limited digital initiatives started. Notes; * Metric varies by industry; ** Inflection Point; characterized by ongoing period of rising revenue & profit followed by a sharp downward trend as several elements of digital coalesce. Often the impact of digital is already foreseen and companies are often doing something, however, in the absence of a compelling reason to change do not make fundamental changes to their business model. A “burning desire” to change is key to a response in this stage. The Inflection Point trigger varies by industry though is typically a result of one or more of the following; a new entrant disrupting an intermediary business model, a long term digital competitor reaching a tipping point in scale, or a shift in consumer expectations,. Financials * FEELING THE HEAT SEEING THE LIGHT Company “sees the light” of digital and drives a vision to achieve it before the disruption hits the industry (or respond to a disruption more holistically than competitors). Potential impact of digital recognized Whole of business response started Driven by a burning desire Driven by a burning platform Digital Transformation Intensity Financials * Digital Transformation Intensity Defining a clear case for change and unified vision is critical in driving a burning desire and to navigate through the inflection point. Inflection Point ** Inflection Point ** Typical Responses to Digital Disruption
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  Industries that waitto “feel the heat” often suffer catastrophic impacts The Digital Inflection Point – Examples (ANZ region) 3 •  Inflection Points are driven my multiple factors converging at a single point in time. •  Whilst many factors are visible, often one factor is unpredictable or unexpected and is the principle driver of the shift. •  For example; •  Print media; Key financial indicator = advertising revenues. Drivers of Inflection Point §  Proliferation of online sites; §  Rise of social media (the bloggers); §  Moving slowly to protect content and responding to changing customer demands; §  Very low click-through rates in on-line etc. •  Retail sector; Key financial indicator = margins. Drivers of Inflection Point §  GFC pushing USA / UK players to look to overseas markets for growth; §  High strength of AUD vs. USD; §  Increasingly reduced cost of supply chains, increasing push of these to SE Asia; §  Explosion of social media usage in Australia with a rapid discovery of alternates to Australian companies. §  Significant rise in local, niche online players. The timing of the Inflection Point is almost impossible to predict.
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  Companies that investin building their digital transformation intensity outperform the market Digital Maturity & The Digital Advantage §  We find digital maturity to be a combination of Digital Intensity (“What” you do with digital) and Transformation Management Intensity ( “How” you manage digital). §  Fashionistas focus largely on the “what” and whilst driving some value from digital though it is often at the expense of net profit and market valuation. §  Digirati are those most successful in building digital innovations while also considering how it drives business value. TRANSFORMATION MANAGEMENT INTENSITY DIGITALINTENSITY FASHIONISTAS BEGINNERS CONSERVATIVES DIGIRATI This is not for us! Analogue focus Digital Digital Digital Digital Digital +9% revenue +26% Net Profita Focusing  on  the  “what”  and  not  the  “how”  can  mean  programs  are  not   sufficiently  transforma9onal  to  buffer  against  the  Digital  Inflec9on  point.   WHAT  is  the   organisa0on   doing     (digital   investments  &   assets)      Investment  in   technology   enabled  ini6a6ves   to  change  how  an   organisa6on   operates)   HOW  is  the   organisa0on   doing  it   (vision,  governance   &  roadmap)       Crea6ng  the   capabili6es   necessary  to  drive   digital   transforma6on)   Sources: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations; Capgemini Consulting – MIT, “The Digital Advantage: How digital leaders outperform their peers in every industry” © Capgemini, 2012. Notes; a. as compared to less mature peers.
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  ‘Digirati’ make strategicchoices on where to excel §  Note; charts represent percentage of companies that exhibit Excellence in one or more of the six digital intensity domains. We define excellence as an average score > 6 (on a 1-7 scale) on all questions of a given domain, after dropping the question with the lowest score. ‘Digirati’ companies follow a common pattern, a focus on excellence in one or more digital domain Sources: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations; Capgemini Consulting – MIT, “The Digital Advantage: How digital leaders outperform their peers in every industry” © Capgemini, 2012. The Patterns for Success Understanding  strength  in  exis9ng  strategic  digital  assets  and  on  which  digital   domain  to  start  is  key  to  a  successful  transforma9on.   Most common linkages between domains of excellence Social Media Customer Experience Mobile Channel CUSTOMER-FACING PROCESSES OPERATIONAL- FACING PROCESSES Analytics Data Integration Process Digitization Internal Collaboration Copyright  ©  2013  Capgemini.  All  rights  reserved.