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CXO-konferencen 2017
Digitalisering – fra ambition tileksekvering
www.pwc.dk/cxo
PwC
Speakers
Thomas Okke Frahm
• CIO Nilfisk A/S
• CIO Chr. Hansen A/S
• Executive Partner, Gartner
• Director Maersk Line (Responsible for digital revenue)
• CIO Maersk Drilling
• CIO Maersk Supply Service
• CIO Maersk LNG
• CIO Maersk FPSO
• CIO Rosti Group
• IMD Management studies
• Diploma in Marketing Management (CBS)
• Maersk Shipping Education
Thomas
Schaumburg-Müller
• Director
• PwC Digital Transformation
PwC
Together with our partners we providecomprehensive expertise on Digitization
8
Digital Business Models
Due to our PwC Accelerator we possesscrucial corporate competence and startupexperience in scaling different businessmodels
Digital Security & Trust
Data trust provides a reliable andsecure framework for digitalbusiness models
Business Analytics
Our own business intelligence unitPwC cundus has extensive knowledgeand experience in the analysis ofbusiness data
Strategy through Execution
PwC and Strategy& provide a holistic consulting approach.As a trusted partner we advise, support and guide you successfully
on your digital journey
Regulatory and legal aspects
Our international network help facing thenational regulatory & compliance barriers
Digital Collaboration
Together with Google, we develop innovativetechnology solutions that enhance trust in newmarkets and transform industries
With our partner Pokeshot /// SMZ wedevelop collaborative solutions for you, yoursuppliers, partners and customers
Customer Experience (CX)
For innovative solutions, we combine ourstructured framework for CX optimizationwith the creative approaches of the designthinking agency Dark Horse
Technical Implementation
Together with our IT partners, weprovide expertise in the developmentand implementation of technicalplatforms
Your Value
Our Expertise
PwC
CXO Survey viser, at…
8 ud af 10 CXO’er angiver, at de skal blive meredigitale og være i stand til at udnytte nyteknologi inden for de næste 3-5 år for at bliveen vindervirksomhed.
48 % svarer, at det har fået større betydning for dem nu end for etpar år tilbage, at de er i stand til at udnytte nogle af de digitalemuligheder, der er til at blive/forblive konkurrencedygtige.
Blot 4 % svarer, at de har helt styr på dette område
70 % svarer, at de har igangsat konkrete initiativer, men at defortsat har et stykke vej endnu, 18 % svarer, at de har en strategi,men at de endnu ikke har søsat konkrete initiativer og 8 % svarer, atde slet ikke er gået i gang.
4
PwC
Mastering Digitalization5 key areas to manage as a Business Leader
• Ambitions and strategy• Financing
The Mandate
• Implementation and decisionsmodels
The Governance
• Prioritization and planningProcess
The Process
• Integration FabricThe Architecture
• Delivery Models & SkillsThe Organization
5
PwC
The Mandate
Ambitions and strategy
Financing
6
PwC
Key Questions to identify DigitalAmbitions
Identification of digital ambitions – and currentcapabilities
Key Questions to identify Digital Ambitions
• Vision of how digitalization could improveyour company, and how it is connected tocurrent strategy
• What targets, goals and results will drivedigitalization
• Where and how digitalization provide the mostvalue
• A plan for how to start, deliver and sustaindigitalization efforts
7
0
20
40
60
feb-15 feb-16
orderlines, % eSales
Total of Global Americas APAC EMEA
0
50.000.000
100.000.000
150.000.000
200.000.000
250.000.000
300.000.000
2015/Q1 2015/Q2 2015/Q3 2015/Q4 2016/Q1 2016/Q2 2016/Q3 2016/Q4
quarterly salesNormale Orders Digital Orders Total
+70%
+24%
51%
PwC Industry 4.0 2016; more than half of the respondentsexpect their digital investment to yield a return within twoyears or less, given investments of c. 5% p.a. of their annualrevenue.
Client examples: how to start the digitalconversation
PwC
Implementation of digital ambitions – and currentcapabilities
DigitalChampion
HorizontalCollaborator
VerticalIntegrator
DigitalNovice
1 2 3 4
Business models,product & serviceportfolio
First digital solutions andisolated applications
Digital product andservice portfolio withsoftware, network (M2M)and data as keydifferentiator
Integrated customersolutions across supplychain boundaries,collaboration with externalpartners
Development of newdisruptive businessmodels with innovativeproduct and serviceportfolio, lot size 1
Market &customer access
Online presence isseparated from offlinechannels, product focusinstead of customer focus
Multi channel distributionwith integrated use ofonline and offlinechannels; Data analyticsdeployed, e. g. forpersonalization
Individualizedcustomer approach andinteraction together withvalue chain partners
Integrated CustomerJourney Managementacross all digital marketingand sales channels withcustomer empathy andCRM
Value chains,processes andsystems
Digitized and automatedsub processes
Vertical digitization andintegration of processand data flows withinthe company;
Horizontal integration ofprocesses and dataflows with customersand external partners,intensive data use
Fully digitized, integratedpartner ecosystem withself-optimized,virtualized processes,focus on core competency;decentralized autonomy
Compliance, legal,risk, security & tax
Traditional structures,digitization not in focus
Digital challengesrecognized but notcomprehensively addressed
Legal risk consistentlyaddressed withcollaboration partners,
Optimizing the valuechain network for legal,compliance, security andtax
Organization &culture
Functional focus in „silos“ Cross functionalcollaboration but notstructured and consistentlyperformed
Collaboration acrosscompany boundaries,culture and encouragementof sharing
Collaboration as a keyvalue driver
8
PwC
The Organization
Delivery Models & Skills
9
PwC
Participant in a linear plan,build, run methodology; focus
on cost efficiency andcompliance
Collaborator in a fluid & iterativebuild/assemble-to-order approachAbility to work more closely with IT
Principal provider of technologywith focus on development and
operations
Broker and orchestrator with focuson product management, innovation
and speed to market
Guardian of application centricestate with ‘white space’ integration
mostly an afterthought
Enabler of integration fabric providingsecure interoperability, leveraging 3rd
party software and managed services
Traditional, Centralized IT Emerging Business Demands
Operating models need to evolve to keep pace inthe new digital economy
10
Speed-to-Market“We need to react quickly to user feedback and push new productfeatures in days, not months”
Quality “This app is consumer facing, so our launch needs to be flawless”
Flexibility“I have a vision for this product, but requirements are evolving & Iwant to define them in an iterative way”
Ecosystem Role“I can work directly with Workday for HR, why should I engage ITif they will only slow us down?”
CMO
CPO
CIO
CHRO
… and IT needsto up its game to
survive in thenew normal
Demandscontinue toincrease…
PwC
Many companies are adopting agile and “bi-modal” IT
11Source: Strategy& analysis, Gartner
Mode 1: Traditional“Maintain the business”
Mode 2: Agile“Transform the business”
Reliability
Stability Agility Flexibility
• Incumbent applications• Traditional org structure
and team roles
Bi-Modal ITHybrid Agile Delivery Mode
These software development approaches are sub-optimal and not sufficientlyequipped to meet the needs of the new paradigm
• Up-front planning to allow credible cost and schedule estimates
• Hardware dependencies can be managed effectively
• Interim state in transition to “pure” Agile
• Nascent applications• Agile team roles
• Long release cycles• Highly reliable and cost
efficient for relativelypredictable demand
• Short release cycles• Adaptive to evolving
business needs
• Core, proven tech stack • Emerging technologies
Product quality belowexpectations
✗ TCO inefficiencies✗ IT-Businessdisconnects persist
✗Not fast enough✗
Planning andReq. Analysis
Design Dev. Test Deploy
ProductBacklog
SprintBacklog
Sprints PackagedProduct
2-4 weeks
24 hrs
persistent challenges…
Teams out of synchCulture clashesUncoordinatedcapital planning
Separate toolingDivergent
architecture
…and missed expectations
PwC
The Architecture
Integration Fabric
12
PwC
Tager danske virksomheder de rigtigeteknologivalg?
Traditionelle teknologier bliver valgtsom investeringsområder af 49%
Datawarehouse, cloud, ERP-systemer, CRM-systemer o.lign.
- er valgt af næstflest CXO’er, som et af deresprimære investeringsområder (49 %) næstefterkundetilfredshed/-fokusering.
Investering i emerging tecnologies,vælges kun af 16%
AI/machine learning, IoT, 3D-print, VirtualReality, Augmented Reality, Beacons, Droner,Robotics/Software Process Automation,Blockchain o.lign
- vælges blot af 16 %. Dog viser CXO Survey også,at der er en tendens til, at det har fået størrebetydning for virksomhederne nu end for et par årtilbage at kunne udnytte digitale muligheder. Detsvarer knap halvdelen, ligesom vi også ser, at flereaf de store virksomheder (23 %), sammenlignetmed SMV’erne (13 %) planlægger at investere iemerging technologies.
13
PwC
Determine digital potentials – Industry 4.0Using an industry framework for industrial digitalization to focus efforts
14
Industry 4.0 drives digitization andthe development of the industrialinternet. Industry 4.0 not onlycomprises the digitization ofhorizontal and vertical value chainsbut will also revolutionize companyproduct and service portfolios andlead to the implementation of newoften disruptive digital businessmodels.
Industry 4.0 begins with thecustomer rather than ending there,serving customer requirements thatare increasingly individual by usingflexible, highly integrated operationsprocesses that achieve maximumefficiency and quality.
PwC
Digital production relies on healing typicalERP/MES/SFAC disconnects
15
Level 4
Level 3
Level 1-2
Level 0
How are we hitting our targets• Total cost of production and variance• Labor and Resource Productivity• Order fill rates and cycle times• fixed and variable asset utilization
What’s happening during every shift?• Material availability and consumption• Capacity availability and utilization• Schedule changes• Product Genealogy tracking and QM
What’s happening at each line?• Cycle times/Operating Efficiencies• Machine Breakdown/unplanned downtime• Quality Index• Predictive Maintenance requirements
What do the sensors control?
Disconnect
Disconnect
DCS: Distributed Control System ERP: Enterprise Resource Planning System MES: Manufacturing Execution Systems SFAC: Shop Floor Automation and ControlUA: Unified Architecture DA: Data Access PLC: Programmable Logic Control * Teilweise Ebene 4
SCADA/HMIServices
DCSSystems
MESSystems
CustomDatabase
PlantHistorians
SPC/SQCSystems
LaboratorySystems
MaintenanceSystems
ERP
MES
SFAC
Strategic
Operations Management
Operational
|
PwC
Nilfisk A/S
Thomas Okke Frahm
CIO
16
More pressure than ever
on IT organizations to
drive speed, agility and
strategic impact
IT must move from a
centralized authority
to an advisor, broker and
orchestrator of business
services driving digital
conversations throughout
the organization.
At Nilfisk, we share one strong commitment which guides us in the way wedo business and continue to drive our motivation and efforts forward. We callit our mission:
“We enable sustainable cleaning worldwide to improve quality of life”
That is an ambitious statement that unfolds a story of more than 100 yearsof commitment and dedication to making the world a cleaner place.
PwC
Starting Digitalization – Key Challenges
• Digitalization ambitions as a business priority
• Beyond the business case
• Implementing Bi-Modal IT
• Expand mindset from IT as ”service” to IT as business capability
20
PwC
The uncomfortable conversation between IT andbusiness leaders
“How to pursue digitalization without compromising the strategicfocus for continuous effectiveness?”
21
PwC
Beyond the Business Case: Digital innovation vs.digital optimization
Digitalization is the use of digital technologies to change a business model and providenew revenue and value-producing opportunities; it is the process of moving to a digitalbusiness….
22
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 solvenew problems and optimized for areas ofuncertainty. These initiatives often begin with ahypothesis that is tested and adapted during aprocess involving short iterations, potentiallyadopting a minimum viable product(MVP) approach.
CXO Survey: Traditionelleteknologier bliver valgt sominvesteringsområder af 49%
PwC
Different Business ModelsDictate Different IT Organizational Roles …
IT asCost Center
• Supply driven
• Technology-centric
• Functionally andtechnically siloed
• Insulated andmonopolistic
• Cost obsessed
IT asBusinessInnovator
• Opportunity driven
• External customer-centric
• Ecosystem based
• Inventive
• Market or industryobsessed
IT as Service andSolutions Provider
• Demand driven
• Internal customer-centric
• Process based
• Competitive andengaged
• Service obsessed
F1 F2 F3
P1
P2
P3
PwC
Break free and earn the license to Operate!
24
So if I had to choose one key quality for success asa CIO, I think it comes down to courage. Youhave to be courageous to be a great leader. Whenyou show courage you build a sense of pride inyour organization, and when that happens youencourage more investment in technology. Thattechnology enables your teams to get the toolsand the resources they need to provide a world-class experience every day, whether that's on thedata, computing, or the service and operation side
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