Five Imperatives for Navigating Digital

Transcription

Agile Leadership:
Five Imperatives for Navigating Digital
EUROPEAN CONFERENCE ON DIGITAL
Philippe TRICHET - Expert Director
The pace of disruption has exponentially increased
1
European conference 2015 - Agile leadership - Five imperative for navigating digital. Vf.pptx
Digital is everywhere in business
Products, processes, business model: examples for two industries
Bank
Car
"IT consumerization1 "
Digital in daily life
Manage your budget, pay per mobile
Connected car
Continuous improvement
Enterprise process
Call center APPs
100 % online purchase
Game changing !
New rules that disrupt business models
and markets
1 Consumerization
Low cost money transfer
Shared car services, mobility provider
is the reorientation of product and service designs around the individual end user
2
Technology trends are redefining the "art of the possible"
Big Data
Shift to the cloud
• Personalized lifetime relationships
with retail & services
• Real-time data-driven decision
making
Develop deep insights into passenger
behavior and preferences
Ubiquitous connectivity
• Always-on high-speed broadband
on mobile connections enable other
trends
Increased productivity and media choices in the
terminal and on-board
New device interaction models
• Ability to interface with technology
through gesture and voice
commands
Interact more naturally with
digital devices and services
• Low-powered devices utilizing
scalable processing, Storage &
Software as a Service
Minimize onboard infrastructure on
aircraft where every kilogram counts
Exponentially improved device
performance
• Miniaturization and low power
consumption combined with
faster devices
Faster and longer lasting digital devices with
more power and better battery life
Augmented reality
• New device and display
technologies enable visual layer of
information overlaid on everyday
sight
Get the info you need, when you need it –
from terminal maps to pricing and alerts
Social, Local, Mobile
• Proximity and social connections
create highly targeted social and
commercial opportunities
Create an ongoing continuous
relationship with passengers
New device form factors
• "Smarter" objects allow for
ecosystem development with
apps and cloud services
Digital devices that are wearable,
flexible, embedded, implanted
Cognitive computing
• Intelligent "AI-like" personalities are
able to perform complex tasks and
o ffer nuanced recommendations
Intelligent, predictive virtual assistance –
from flight delays to food suggestions
3
Navigating digital: Five priorities for the C-Suite
1. Take an agile approach to strategy
3. Digitize
2.
Create disruptive,
the core business
digital businesses and products
2. Disrupt
3.
Digitize and
yourtransform
businessyour
(before
existing
others
business
do)
4. Create
Create value
valuefrom
fromdata
data
5. Define your role in the broader ecosystem
4
Agile Strategy
Disruption
Digitization
Value from Data
Data
Ecosystem
5
Agile Strategy
Disruption
Digitization
Value from Data
Data
Ecosystem
6
Digital requires an 'Agile' approach to strategy
Prototype strategy
Vision and KPIs
Competitive
landscape
Priorities and
investments
Regular reviews and
adjustments
Governance
Rapidly test and refine products and approaches
Scale what works
Business model
Understand
experience journeys1
Scope
solutions
and value
propositions
Prototype
"minimum
viable
products"
Products
Success?
Processes
Outline business plan, operating model, roadmap
Iterative
deployment
Enable new capabilities
Two speed IT
Data referential
Talent & sourcing
Agile
culture
Ecosystem of
partners
1.Experience
journeys
can include
experiences
with a company,with
product,
or service by
existing or
customers,
partners,
employees,suppliers,
users on connected
devices,
and others. users on connected devices, and others.
1.Experience
journeys
can the
include
the experiences
a company,
product,
servicesuppliers,
by existing
customers,
partners,
employees,
7
Agile Strategy
Digitization
Value from Data
Data
Disruption
Ecosystem
8
Energy
industry
Example: A journey of digital transformation
Example of a large 24 B€ energy management company (I)
360°customer
vision
Sales
efficiency
Marketing
lead efficiency
Roll-out (2011-2013)
145 service center
regionalization
Issue to
prevention
Technologies
90 countries
Cloud
30 000 users
Social
collaboration
+70% adoption rate
Mobility
2 years
Mobile
commerce
1. Computer Telephony Integration
9
Energy
industry
Example: A journey of digital transformation
Example of a large 24 B€ energy management company (II)
Business Value Realization
Adoption & value
realization through user
change management
Quick deployment &
integration
Agile ideation &
prototyping
•
•
•
•
•
Communication
Training
Sponsorship
Measurement of perf. KPIs
Feedback loop
• Highly parallelized & progressive
deployment
• Integration to company key business
processes
• Agile incremental design
• Minimum Viable Products
Time
10
Agile Strategy
Digitization
Value from Data
Data
Disruption
Ecosystem
11
Example: Competitive disruption from
traditional & non-traditional players...
Car
industry
Big tech firms are investing in building platforms
and developing new technologies
Big tech
firms
Large dealerships are adding digital solutions to
current dealership experience
Large dealerships
OEMs are using labs and investing in digital
showroom experiences
OEMs
Auto Services
Firms
Tech-enabled
startups
Auto service firms are funding innovation and
testing ideas
Tech-enabled startups: Step-change disruptions
12
New rules, new opportunities...
Old Style | Tech Disruption
New Style | Digital Disruption
•
Systematic, deliberate,
long-cycle R&D
•
Rapid-fire, free wheeling
experimentation
•
Heavy capital investment to
build out proprietary platform
•
Low capital investment – buy
(vs build) and customise
•
Knowable rules of competition
•
No rules
•
Segment by segment
•
All segments day one
•
Years
•
Months
•
Cheaper… but not better
•
Cheaper… AND BETTER
13
Agile Strategy
Digitization
Value from Data
Data
Disruption
Ecosystem
14
Data is integral to value creation
New data
• Multi-source
• Multi-structure
• Explosive growth
Value creation
New
technologies
• Full ecosystems
• Quasi-infinite scalability
• Storage and processing
cost advantages
Advanced
analytics
• Vastly more
insightful
• Signal detection oriented
• Auto-adaptive; machine learning
15
Financeind
ustry
Example: Value levers from Data in Insurance
Marketing & sales
Core insurance functions
Product development
Policy administration
Claims/benefits
management
• Market research
• Customer segmentation
• New product
development
• New customer
acquisition
• Risk assessment
and pricing
• Cross-selling
• Claims filing
• Churn prevention
• Disbursements
• Campaign management
• Fraud detection
• Product
optimization
• Performance management
• Request/transactions
processing
• Payment administration
• Supplier Management
• Claims investigation
and settlement
Asset management
• Strategic and tactical
asset allocation
• Asset liability
management
• Portfolio management
• Risk modeling
• Claims prevention and
mitigation
Support functions
HR
IT
Finance and Accounting
Controlling & BI
Risk Management
Reinsurance
Big Data
Potential1
1. Big Data Potential estimated based on the combination of impact and feasibility
Source: Expert interviews, BCG analysis
Low
High
16
Agile Strategy
Digitization
Value from Data
Data
Disruption
Ecosystem
17
Healthcare
industry
Example: New baby monitoring platform
CLIENT
18
Navigating digital: Five actions for CEOs
1. Prototype
Prototype your
yourdigital
digitalvision
visiontotoidentify
identify
value
value
pools
pools
2. Digitize and
andtransform
transformyour
yourexisting
existing
business
business
3. Create
Create disruptive,
disruptive,digital
digitalbusinesses
businesses
andand
products
products
4. Create
Create value
valuefrom
fromdata
data
5. Shape your role in the wider digital ecosystem
19
Navigating digital: Five actions for CEOs
1. Prototype your digital vision to identify value pools
2. Digitize and transform your existing business
3. Create disruptive, digital businesses and products
4. Create value from data
5. Shape your role in the wider digital ecosystem
20
Thank you!
Philippe TRICHET
[email protected]
+33 (0)6 77 95 12 13
Thank you
bcg.com | bcgperspectives.com
21

Five Imperatives for Navigating Digital

Transcription

Similar documents

Digital Industry - PASSTI | Perkumpulan Assessment Center Indonesia

pdf - Brody Berson

Jan “Yon” Siemaszko Agile and Technology Enthusiast

Organization is half the battle.

AGILE WHAT DOES IT MEAN?

Understanding Conflict - Home - The personal website of Carl Shea

Social Media and Agile Projects… …the perfect couple!

EX-175

mixing methodologies: 3 steps to align people and process

the world`s largest online newsstand