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PwC
Grib de digitale muligheder og skab forretning
Digitalisering- fra strategi til implementering
CXO-konferencen 2018
Breakout session
1May 2018Fra strategi til implementering
PwC
Welcome
Thomas Okke Frahm
CIO Nilfisk A/S
CIO Chr. Hansen A/S
Executive Partner, Gartner
Director Maersk Line, Digital revenue
CIO Maersk Drilling, Supply Service
CIO Rosti Group
Thomas Okke Frahm
CIO Nilfisk A/S
CIO Chr. Hansen A/S
Executive Partner, Gartner
Director Maersk Line, Digital revenue
CIO Maersk Drilling, Supply Service
CIO Rosti Group
• IMD Management studies
• Diploma in Marketing Management (CBS)
• Maersk Shipping Education
Thomas Schaumburg-Müller
Director PwC Consulting
Co-Lead PwC Consulting Digital
ths@pwc.dk
+45 40 98 84 46
Thomas Schaumburg-Müller
Director PwC Consulting
Co-Lead PwC Consulting Digital
ths@pwc.dk
+45 40 98 84 46
2May 2018Fra strategi til implementering
PwC
PwC are a leading Digital Strategy and Transformationconsultancy with over 2,000 Digital Experts
United States• Hardware Lab Chicago• Experience Center LA• PwC Google Lab NYC• PwC Google Lab S.Diego• “The Sandbox” Miami
Asia Pacific• Exp. Center Hong Kong• Exp. Center Melbourne• PwC Google Lab Sydney• Exp. Center Auckland
Europe/ Middle East• PwC Google Innovation
Lab Belfast• Exp. Center London• Exp. Center Frankfurt• Exp. Center Dubai• Immersion Lab Paris• Data Lab Amsterdam
Global Digital Experience CentersPwC Digital Operation Services
USA 1,100+ experts PwC Technology Institute Catalyst Team Digital Agency
UK 300+ experts CoE: Digital Transformation Protothon Team Digital Agency
DACH 350+ experts CoE: Digital Transformation Data & Analytics Cyber Security
India, China 650+ experts Digital delivery (India) Digital agency (Hong Kong)
Europe 150+ experts
(NL, ES, F, CH, DK) Digital agencies in F, NL, CH
Asia Pacific 250+ experts Digital Agencies in Australia
& New Zealand
Our Digital and IT Assessment toolkit
DigitalBusinessMaturityModel
ExperienceCenter/ Design
Thinking
IT FunctionModel
Framework
DigitalCapability
Framework
DigitalArchitectureFramework
IT CostTransparency
Model
Our Digital Operations Expertise
InnovativeDigital
BusinessModes
Digitization &Integration of
Vertical/HorizontalValue Chains
Agile ITArchitecture
Digitization ofproduct and
serviceofferings
Data &Analytics
Optimization ofAdministrative
Functions
Global Technology Alliances
digital
cundusExcellence in BusinessAnalytics
AntsEyeView
Major Digital Acquisitions
Digital Thought Leader
Leader: Digital Products and Services By IDCMarketScape
Leader: Digital Operations By Kennedy ConsultingResearch & Advisory
Leader: Worldwide Digital Enterprise Strategy andTransformation By IDC MarketScape
3May 2018Fra strategi til implementering
PwC
In 2017 we have published over 20 digital pieces; a significant upliftcompared to the past couple of years
4May 2018Fra strategi til implementering
Further, the current pipeline contains >10 pieces aboutdigital topics we intent to publish this year
PwC
PwC CXO Survey 2017 learned us that…
• 8 out of 10 companies wants to become moredigital and utilize new technologies within the next3-5 years, to become industry leaders.
• 48% stated that it was becoming increasinglyimportant for them to exploit the digitalopportunities available to achieve/sustain acompetitive advantage.
• 70% indicated that they had introduced specificinitiatives but that there is still some way to go. 18%said that they have a strategy but have yet to launchtheir specific initiatives, while 8% say they have notstarted at all.
• 50% identify lack of training and a digital culture asbeing the biggest challenges for increasingdigitization.
5May 2018Fra strategi til implementering
Becoming digital -
Only 4% said they
had this area undercontrol.
PwC
PwC CXO Survey 2018 shows…
• Danish companies are have maturedsignificantly, moving digital from opportunities toinitiatives.
• 16% are using RPA solutions for processesautomation, against 8% in 2017.
• 45 % point to emerging technologies anddigitalization as “must win battles” for the comingyear.
• CXO’s expects the following technologies to havetheir business breakthrough the next 3-5 years:‘Cognitive Techs’, ‘AI’, ‘Big Data’, ‘Internet of things(IoT)’, ‘machine learning’, og ‘virtual/augumentedreality’.
• 30 % responds that; AI, machine learning &drones are technologies where CXO expect toinvest 20% more, compared to last year.
6May 2018Fra strategi til implementering
2018Globally - benchmark isnow “Digital Follower”
Global Digital Operations Study 2018
PwC
On average, companies still expect to invest 5% of revenue ondigital initiatives – but demand fast ROI
Industry 4.0 investment (in % p.a. of digital revenue until 2020) Expected return on investment period for digital investments
Big investments with big impact: it’s time to commit
7May 2018Fra strategi til implementering
PwC
50% of companies identify a lack of digital culture and training astheir biggest digitalization challenge
Source: PwC Industry 4.0Survey 2016
14
16
18
21
25
25
36
38
40
50
Lack of digital operational vision
Unclear economic benefit and investment
Lack of digital culture and training
Insufficient talent
Slow expansion of basic infrastruture technologies
Concerns regarding loss of control of Intellectual Property
Unresolved questions around data security and privacy
Leadership by top management
High financial investment requirements
Lack of digital standards, norms and certifications%
8May 2018Fra strategi til implementering
PwC
Common challenges for moving digital fromstrategy to implementation
1. Lack of digital culture andtraining
2. Lack of digital operationalvision
3. Unclear economic benefit andinvestment
May 2018Fra strategi til implementering9
Increase digitalMaturity
Accept bi-modelorganizations
Don’t manage asa project
High performers…
PwC
1. Lack of digital
culture and training
Increase digital Maturity
May 2018Fra strategi til implementering10
Tools
Industry 4.0
Overview and cases
Digital ideas andbusiness models
Explore best-practicedigitisation methods andbusiness models
Discuss opportunities andlimitations with currentmaturity level
Get inspiration fromindustry 4.0 cases
Discuss current I4.0maturity level
Identify primarybusiness ideas and dofive rounds ofimprovement
Description of businessmodels
DigitalMaturity
DigitalRoadmap
PwC
2. Lack of digital
operational vision
Accept bi-model organizations
May 2018Fra strategi til implementering11
Synthesis &
Foresight
Synthesis &
Foresight
Organization is aligned tothe Digital strategy,including
•Formation of Digitalteams
•Formation of businessprocesses enablingintegration of Digitalapproaches
•Build up of digitalcapabilities
An agile ITorganisation
Data andanalyticscapabilities
A culture is created thatembraces Digitalinnovation
2
3
4
5
An innovation cycle that fosters rapidtransition from ideas to prototyping
•Ideation•Prototyping•Measure and evaluate
1
PwC
3. Unclear economic
benefit and investment
Don’t manage digitalization asproject(s)
May 2018Fra strategi til implementering12
Digitalization and integration ofvertical and horizontal value
chains
Digitalization ofproducts and serviceofferings
Digital businessmodels and
customer access
Penetrate new marketsand value streams
PwC
NilfiskAugmented reality
Nilfisk is a leading global player in the professional cleaning industry. After morethan 110 years of innovation history, Nilfisk is continually committed to providinghigh quality products and reliable solutions that clear the way for a safer, cleanerand more productive everyday for millions of businesses and homes around theworld.
Nilfisk has sales companies in 45 countries and its products and services are usedin more than 100 countries.
Numbers (2016)
Turnover: 1.098M Euro
Profit: 100M Euro
Employees 6.000
14May 2018Fra strategi til implementering
PwC
Striking the balance
How to pursuedigitalizationwithoutcompromising thestrategic focus forcontinuouseffectiveness?
May 2018Fra strategi til implementering16
The uncomfortable conversation between IT and business leaders
PwC
Striking the balance
May 2018Fra strategi til implementering17
How to pursuedigitalizationwithoutcompromising thestrategic focus forcontinuouseffectiveness?
PwC
Digitalization is NOT a project
Beyond theBusiness Case:
Digitalinnovation
vs.
Digitaloptimization
May 2018Fra strategi til implementering18
Mode 1 is optimized for areas that are morepredictable and well-understood. It focuses onexploiting what is known, while renovating thelegacy environment into a state that is fit for adigital world.
Mode 2 is exploratory, experimenting to solve newproblems and optimized for areas of uncertainty. Theseinitiatives often begin with a hypothesis that is testedand adapted during a process involving short iterations,potentially adopting a minimum viable product(MVP) approach.
PwCMay 2018Fra strategi til implementering
19
Beyond theBusiness Case:
Digitalinnovation
vs.
Digitaloptimization
70NEW
digitalideas
Customerexperience
15%
Solutionsand offerings
30%
Operationaleffectiveness
55%
OUTCOME OF 6 HOURS’ DIGITAL IDEATION
We will look to digital and emergingtechnologies to help drive innovation,improve decision-making, customerexperience and create new businessmodels.
In cooperation with PwC Consulting, Nilfisk prepared and planned a cross-companyeffort for identification and validation of high-potential digital ideas and concepts –Digital Ideation.
PwC
Who should own the digital agenda?Powerfuldigitalleadership– that hasthe courageto lead fromthe front
May 2018Fra strategi til implementering20
Exec. Board
CIO
CFO
COO
CIO
CDO
CMO
What characterizes a powerful digital leadership:
• Shared ownership is the solation. Not fit to be owned by single orminority group with “private” KPIs
• Trick is to define ambitions, so the choices we make (and prototype)will create fast results
• Accept the non-perfect. Minimal viable product thinking
• Be clear and consistent - What should IT do?
PwC
We build innovation capabilities to enableour organisations to invent their andNilfisk’s own future
Build andembrace digitalcapabilities
Co-existence ofIT, Digitalinnovation andshadow IT
May 2018Fra strategi til implementering21
1. Nilfisk IT will get better insight intoand control over the assets and dataof Nilfisk, to be used for ITinnovation
2. In parallel with getting insight intoand control over assets and data, ITwill establish a capability thatexplores methods and technologiestogether with other Nilfisk functionsand external parties to build up ITinnovation as a capability
3. Define, develop and maintain aplatform for digital innovation
PwC
From strategy to implementation
If in doubt:start withdata analytics
May 2018Fra strategi til implementering22
Thank you!
Denne publikation er udarbejdet alene som en generel orientering om forhold, som måtte være af interesse, og gør det ikke udfor professionel rådgivning. Du bør ikke disponere på baggrund af de oplysninger, der er indeholdt i denne publikation, uden atindhente specifik professionel rådgivning. Vi afgiver ingen erklæringer eller garantier (udtrykkeligt eller underforstået) hvadangår nøjagtigheden og fuldstændigheden af de oplysninger, der findes i publikationen, og, i det omfang loven tillader,accepterer eller påtager PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab, dets aktionærer, medarbejdereog repræsentanter sig ikke nogen forpligtelse, ansvar eller agtpågivenhedspligt for eventuelle konsekvenser, som følger af, atdu eller andre handler eller undlader at handle i tillid til de oplysninger, der findes i publikationen, eller for eventuellebeslutninger truffet på baggrund af publikationen.
© 2018 PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab. Alle rettigheder forbeholdes. I dette dokumentrefererer “PwC” til PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab, som er et medlemsfirma afPricewaterhouseCoopers International Limited, hvor hver enkelt virksomhed er en særskilt juridisk enhed.
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