如何在数字化改造中取胜：全球高管调查的启示（英文版）.pdf

IN ASSOCIATION WITH:HOW TO WIN AT DIGITALTRANSFORMATIONINSIGHTS FROM A GLOBAL SURVEY OF TOP EXECUTIVESTABLE OFCONTENTSExecutive SummaryPage  2MethodologyPage  3State of PlayPage  4STEP 1: The Right Strategicand Investment FocusPage  6STEP 2: Business- and Innovation-DrivenPage  9STEP 3: The Potential of Dataand AnalyticsPage  13STEP 4: Adopt an Enterprise-Wide ApproachPage  16STEP 5: Balance People and TechnologyPage  19Econometric ResearchPage  22ConclusionPage  24AcknowledgmentsPage  24EXECUTIVE SUMMARY It wont be an easy undertaking. Technology is at the core of every digital transformation, with the digital transformation imperative ushering in an era of unprecedented change. However, digital transforma-tion is not about technology. Rather, it uses technolo-gy as a means to an end and goes beyond business. Digital transformation (DX) is as much about the transformation of how individuals work and the cultures of organizations as it is about technology. Its most dif_f_icult task is to change the way we think.  Digital transformation concerns every business, not just the likes of Uber or Airbnb. Large, long-time industry leaders also need to be innovative if they dont want to be replaced by the next hot startup. How ready are companies for this complex and dif_f_icult undertaking? Survey results and one-on-one conversations with top executives reveal that a transition toward digital maturity involves five major steps, some of which will be easier to take than others. There are some areas where a majority of companies seem to be on the right track:Make transformation a top strategic priority. Digi-tal transformation is the top strategic priority (50%), confirms the Forbes Insights and Hitachi survey. The strategic emphasis on digital transformation is reinforced by executives focus on investment. Investing in new technologies to enable digitization is the top investment priority over the next two years (51%), along with increasing data and analyt-ics capabilities (51%).  Business outcomes need to drive digital transfor-mation. New business models are the top driver of DX (41%), followed by new technologies (40%). It is a sign of maturity that the ability to innovate is the top measure by which the success of DX is mea-sured (46%), along with revenue growth (46%), followed by cost reduction (43%). Digital transformation sits atop the strategic agenda for enterprises, according to a Forbes Insights and Hitachi survey of 573 top executives worldwide. The next two years are critical in this regard, as half of them believe that their organizations will be vastly digitally transformed in that time.2  |  HOW TO WIN AT DIGITAL TRANSFORMATION         2 |  The potential of data and analytics is not fully utilized yet. While less than half of companies (44%) see themselves as advanced or leaders in data and analytics, a vast majority (91%) have already seen revenue increases due to the use of data and analytics. Only a third of companies consider themselves leaders in customer experi-ence based on their digital transformation, which points to underutilized potential.An enterprise-wide approach to DX needs to be adopted. Currently, cross-functional teams are not involved enough in developing (40%) or imple-menting (35%) strategy, with the bulk of this work done by IT (50% and 54% respectively). IT is the function considered the most prepared for digital transformation (53%), while other functions lag, with just over a third of survey respondents deem-ing them ready. Companies need to learn how best to marry technology with human resources. Technology cuts both ways. It is seen as the biggest challenge (29%) and the top contributor to a successful digital transformation (56%). People (defined as talent and capabilities), on the other hand, are not seen as equally significant contributors to the success of DX. At the same time, there are also issues companies still grapple with and need to resolve:METHODOLOGYThis reports findings are based on responses of 573 C-level executives from North America, Latin America, Europe and Asia-Pacific. The majority of respondents were chief executive of_f_icers (23%), chief technology of_f_icers (20%), chief information of_f_icers (15%), and chief financial of_f_icers (7%), and all were involved in the planning or implementing of digital transformation in their organizations. Respondents represented a wide range of industries, including technology and services (20%), telecommunications (10%), financial services (14%), and healthcare (10%).       COPYRIGHT 2016 FORBES INSIGHTS  |  3GeographyAsia-Pacific     North America     Europe      Latin America     Note: Does not add to 100% due to rounding.Revenues$10 billion or more                $5 billion - $9.9 billion          $1 billion - $4.9 billion           $500 million - $999 million  34%29%28%10%35%27%19% 19%Note: All monetary figures in this white paper arelisted in US dollars unless otherwise specified.STATE OF PLAYIt also goes beyond business itself. Digital transfor-mation is as much about the transformation of individ-ual human beings and cultures of organizations, as it is about technology. “The biggest part of our digital transformation is changing the way we think,”says Monique Shivanandan, group chief information of_f_icer of Aviva, a British multinational insurancecompany.  Digital transformation concerns every business, not just the likes of Uber or Airbnb. Large, long-time industry leaders need to be innovative as well. “They have no choice. Either they move forward full throttle with digital transformation, or there's a risk that the next hot startup would displace them, no matter what industry they are in," says Peter Russo, vice president of product marketing at SAP. In terms of understanding and implementing all aspects of digital transformation, we are past the early stages. Forty-five percent of companies believe they have moved beyond the intermediate level in terms of their digital transformation and consider themselves either advanced or leaders. The 55% that remain are either just beginning their digital transfor-mations or have some technologies in place, but not on an enterprise-wide level. What is digital transformation?  The definition varies depending on the company, its leaders, and industry. However, there are areas where executives agree. Digital transformation uses technology as a means, not an end. “We don't think of it as just a digital transformation. We're driving an end-to-end business transformation,” says Simeon Preston, chief operations of_f_icer of AIA, a leading life and health insurer in Asia.French telecommunications company Orange is among the leaders in digital transformation. Digitiza-tion is embedded in the companys DNA, according to Pascal Viginier, the companys CIO. Its 2020 strat-egy calls for digital interactions with all customers, both business-to-business (B2B) as well as more than 250 million individual customers. The companys objective is for over half of customer interactions across Europe to be through digital channels by 2018. Internally, the company is involving all employ-ees in digitization. It monitors internal adoption rates by conducting and publishing surveys of employee usage. Orange has also announced that it will increase reve-nues in the new digital verticals, such as banking and Internet of Things (IoT), by more than US$1 billion by 2018. Internally, the company involves all employees in digitization. It monitors internal adoption rates by conducting and publishing surveys of employee usage. 4  |  HOW TO WIN AT DIGITAL TRANSFORMATIONThe next two years will bring significant change, as almost half of companies (49%) believe that they will be vastly digitally transformed over the next two years. In terms of timing, the biggest group (32%) expect transformation to take one to two years. Forty-two percent think it will take less than one year, and 27% more than two years. 10%14%31%32%13%Ad hoc: Inadequate technologies and limited use of digital.Beginning: Started to implement technologies (for example, cloud and mobile) and strategize about the role of digital transformation for our business.Intermediate: Created an adequate technology infrastructure and basic strategy for digital transformation and some digital solutions. Advanced: Created technology infrastructure and enterprise-wide strategy for digital transformation and digital technologies. Leaders: Enterprise-wide integration of digital technologies and digital technologies that lead to substantial improvements.Which of the Following Best Describes Your Companys Digital Transformation Progress in Terms of Improvements to Ef_f_iciency, Customer Experiences, and Business Models?Future trend: What happens over the next two years may reinforce the current division between compa-nies in terms of DX maturity rather than bringing those lagging behind up to speed. More leaders plan to continue the transformation, with 61% who believe they will be significantly transformed over the next two years. Only 47% of non-leaders think so.  COPYRIGHT 2016 FORBES INSIGHTS  |  5TOWARD MATURITY: ON THE RIGHT TRACK The Right Strategic and Investment Focus    STEP 16  |  HOW TO WIN AT DIGITAL TRANSFORMATION“IT has grown from a function that was largely about back-room process improvement to becoming a boardroom topic, spanning issues ranging from risk management to corporate strategy,” says Kim Stevenson, chief operating of_f_icer for the Client and Internet of Things Businesses and Systems Architecture (CISA) Group at Intel. Survey results confirm her statement with the finding that digital transformation is the top strategic priority (50%).A top-down approach is most ef_fective when corpo-rate executives create a fund and run it like venture capital would, Frank adds, and accept that two out of ten ideas will work and kill those that dont. British insurer Aviva has created such a fund, which invests in local and global digital startups, either to infuse their knowledge into the company or to leverage breakthrough products within its environment.In contrast, AIA performs many pilots and proto-types, and starts typically with one business line or function before it goes full scale. For example, it first launched iPoS, an interactive point of sale platform that allows agents to engage with customers elec-tronically, in Taiwan in 2011. After a successful pilot program, it was scaled quickly across the organiza-tion and today more than half of the new premiums come through the iPoS platform. The strategic focus on digital transformation is reinforced by executives focus on investment in this area. Investing in new technologies to enable digiti-zation is the top investment priority over the next two years (51%), along with increasing data and analytics capabilities (51%). Expansion (for example, mergers & acquisitions, joint ventures)Digital transformationNew products and servicesDiversification into a new business areaGeographic diversity50%38%35%24%22%Top 5 Strategic Priorities Over the Next Two Years How do companies execute their digital strategies? Executives interviewed by Forbes Insights agree that the best strategy is not to "boil the ocean.” People who start too big and are overly ambitious tend to fail. It is simply too hard to transform the organizational culture and peoples conceptions of the business all at once, according to Malcolm Frank, chief strategy of_f_icer at Cognizant. COPYRIGHT 2016 FORBES INSIGHTS  |  7Budgets have been on the rise and the next two years should bring even more significant investment increases in digital transformation. While 22% of budgets increased by more than 10% over the last two years, 41% will see an increase on that level over the next two years. The same is true for the share of revenues devoted to DX. Over the last two years, 20% of companies dedicated more than 10% of their revenues to DX, while 40% plan to do so over the next two years. Over the next two years, almost a quarter of companies (23%) will devote 25% or more of operating expenditure to digital transformation, and the same ratio holds true for capital expenditure. New technologies to enable digitizationIncreasing data and analytics capabilitiesDevelopment of new products and services Expansion into new geographic marketsInternet of Things, machine-to-machine technologies51%51%45%40%38%Top 5 Investment Priorities Over the Next Two YearsEconometric study shows that higher technology investments lead to higher revenue growth rates. Independent econometric research conducted by the Department of Business Technology at the University of Miami School of Business in association with Forbes Insights confirms that investment in tech-nology results in higher revenue growth rates. The study of the worlds largest companies shows that companies that invested in technology from 2007 to 2009 had a revenue growth rate from 2010 to 2015 that was double the growth rate of companies that did not keep up with investment in technology. (See page 22.) 8  |  HOW TO WIN AT DIGITAL TRANSFORMATIONBusiness- and Innovation-Driven     STEP 2COPYRIGHT 2016 FORBES INSIGHTS  |  9What is crucial is to observe valid business models and new competitors emerging from across all industries. As an example, Frank cites Under Armour, a sports apparel maker that now uses technology-based activity and diet-tracking mobile and wearable applications. This means that the company is no longer a competitor for Nike and Adidas, but also competes with compa-nies like Apple. With CEO Kevin Planks statement that Under Armour will "fundamentally af_fect global health," the company also becomes a com-petitor for health insurers who also of_fer wellness programs. Another example: AIA is creating online experi-ences and communities for its clients. It has launched AIA Vitality, a science-backed wellness program, across six markets. People can follow their health improvement progress online via mobile devices. The online experiences are paired with real-world incentives. AIA Vitality users who take action to get healthiersay, by exercising more, eating better or stopping smok-ingcan receive significant discounts on their premiums over time, in addition to near-term rewards such as cof_fee vouchers and cinema tickets.With such industry-blurring changes in business models, it is somewhat troubling that a majority (57%) of transformations are driven from the inside out, which may result in missed trends and technologies in the market. This is especially true in the era of open innovation, when dif_ferent entities, including competitors, startups ortrade associations, form ecosystems to betternavigate the technologically complex businessenvironment.The ultimate reason for digital transformation (DX) is to achieve business outcomes, so it is a positive sign that new business models are the top driver of DX, followe