”leading in 3d” – konsten att skapa en kultur av ständig förändring › wp-content ›...

Johan Hallberg

Research Manager & IT Executive Advisor

”LEADING IN 3D” –Konsten att skapa en kultur av ständig förändring

© IDC Visit us at IDC.com and follow us on Twitter: @IDC 2

"We intend to be the

leaders for digital

transformation of the

automotive industry."Harald Krüger, CEO of BMW


Digital services platforms

Digital or dead!?


DIGITAL! or dead!


Digital Player Digital TransformerBusiness provides

consistent, but not truly

innovative products,

services and experiences

Business is a leader in its

markets, providing world-

class digital products,


Business remakes

existing markets and

creates new ones to its

own advantage and is a

fast-moving target for the

competition

Digital Disruptor

Business is a laggard,

providing weak customer

experiences and using

digital technology only to

counter threats

Managed

Digital TransformerOpportunistic

Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter


IDC’s Digital Transformation Maturity Model

Managed

Digital Transformer

Repeatable

Digital Player

Opportunistic

Digital Explorer

Digital Explorer

Digitally enabled

customer experiences

and products are

inconsistent and poorly

integrated

Digital Player Digital TransformerBusiness provides








Business remakes





competition

Digital Disruptor

Business is a laggard,




counter threats

Managed


Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter


IDC’s Digital Transformation Maturity Model

Managed

Digital Transformer

Repeatable

Digital Player

Opportunistic

Digital Explorer

Digital Explorer

Digitally enabled


and products are


integrated

Digital Maturity Benchmark 2015

Source: IDC, Digital Transformation Maturity Benchmark, 2015

20,4%

34,1%

28,2%

12,2%

5,1%

14,2%

31,8% 32,4%

13,6%

7,9%

Digital Resister Digital Explorer Digital Player Digital Transformer Digital DisruptorBusiness is a laggard,




counter threats

Digitally enabled


and products are


integrated

Business provides








Business remakes





competition

US benchmark

European benchmark


Digital Transformation Reshapes Strategy . . .

Leadership Transformation

Omni-Experience Transformation

InformationTransformation

Operating ModelTransformation

WorkSourceTransformation

80%67%

of CEOs will have digital

transformation at the heart of their

corporate strategy.

80% of organizations will

overhaul their "digital front door"

to personally support 1,000x

more customers.

65% of large enterprises will be information based companies

25% of manufacturers will generate over

half of their revenue from digitally based

services.

10% of work will be sourced from “skill-based

marketplaces”.

10

Challenge the Norm Experiment Publicly

Make Bold Bets

Philips – “HealthSuite” Medical applications

GE – “Predix” New Data Revenue Streams

Lego – “Fusion” Physical toys and online MMO

gaming experience

UPS – “MyChoice” Ecosystem partnerships

BBVA - Blockchain Taking out the middleman

Digital Rules!


Creating innovation labs

The Digital Economy: Key Elements


Developing digital platforms

Creating new roles

Building an ecosystem

Opening up the war chest

Digital Disruptor

Incumbents

The 3 Principles Behind the Digital EnterpriseCompetition will be based on “Digital Innovation”

1Every Company is a Software CompanyYour skills at putting (IP) into code will define your ability to thrive in the DX economy.Innovation Capacity: Enterprises pursuing DX will double their software development capabilities by 2018

2Innovation = Code + DataYour ability to build "data pipelines" in and out of your organization will be your lifeblood.Innovation Pipelines: Enterprises with DX Strategies will expand delivery of data to the market by 100-fold or more by 2018

3Industry Cloud Platforms Will be the Primary Route to MarketAggregators of industry data on a cloud platform will be in the power position.Innovation Epicenters: 50% of enterprises will create/partner with Industry cloud platforms to distribute their innovations

13

How will a Tech CxO lead the Digital Transformation?


The Line of Business Needs IT’s Help

15

What is the single most important role your IT organization could play in your organization’s digital transformation?

Source: IDC, 2015IDC Line of Business Sentiment Study, n=300 LOB executives.

TechnologyIdentify emerging technologies that could accelerate

our digital transformation 25%Project Management

Manage our digital project implementations 24%

InnovationHelp us identify which parts of the business could be

digitally transformed though the use of technology 32%

What Are the Barriers Blocking Your IT Organization from Moving Forward?


COMMON IT ORGANIZATION BARRIERS TO LEADING DIGITAL TRANSFORMATION

PeopleWe do not have

enough people with the right skills

CultureWe do not have a

risk taking, innovation culture

Legacy Systems

We have legacy systems to support that consume our

efforts

Incentive SystemsOur current

evaluation system does not measure us on innovation

32% 25%28%

Source: IDC IT Executive Survey, Jan, 2016, n=103

PartnershipsOur LOB peers do not perceive us as adding value in DX

LeadershipOur IT leadership does not have the

right vision

5% 2%8%

Today’s reality makes life hard for IT

17

vs

Fast-IT Slow-IT

18

Partner with the business to create digital

innovations

Innovate IncorporateEvolve existing technology platforms by continuously

infusing new skills, techniques and culture

Transition new technologies into stable

business services19

Integrate

IDC’s IT Leadership Framework


Disruption Requires World Class Technology Leadership on 3 Fronts

Visionary leadership

Risk seeking

Agile development

Business analysts

Leading the ‘Innovate’

Agenda

Change leadership

Managing risk

Agile and waterfall

PMOs, architects and DevOps

Leading the ‘Integrate’

Agenda

Sustaining leadership

Risk and reward

Waterfall development

IT operations

Leading the ‘Incorporate’

Agenda


IDC’s MaturityScape for Becoming a Digital IT Organization

The DX Wary

IT Leadership focuses on current responsibility with little to no innovation except when forced by external events. Caution is the priority.

The DX Tacticians

IT Leadership looks to protecting current business operations, but champions hand-picked, highly visible innovative initiatives and uncovers the integration challenges.

The DX Embracers

IT Leadership enables innovation at enterprise scale while integrating stable business services and incorporating new skills, techniques, and culture into the fabric of the IT organization.

The DX Change Agents

IT Leadership, aided by cross-functional program team, drives initiatives to shape future business models and create best-in-class digital products/services.

The DX Visionaries

IT Leadership’s ability to lead digital initiatives and disruptive innovation is the best in industry; this ability provides superior agility and competitive value to the company.

Source: IDC, Leading in 3D Maturity Model, 2016; January, 2016

IT Leaders’ L3D Maturity is Still Evolving

Managed


Digital Explorer

Ad Hoc

Digital Resister

Repeatable

Digital Player

Optimized

Digital Disrupter

2%

46%

35%

13%

4%

DX Wary DX Tacticians DX Embracers DX Change Agents DX Visionaries


Source: IDC, Leading in 3D Maturity Model Benchmark, 2016; n= 160 IT Executives, January, 2016

48% of Organizations in are “DX Tacticians” or less


INNOVATEwith business to create a digital enterprise

INTEGRATEdigital capabilities with the enterprise platform

INCORPORATEnew techniques and technologies into the IT organization

IDC’s IT Leadership Framework

Your Leadership Roadmap for Digital Transformation


INNOVATE

Innovate with Business to a Create Digital Enterprise

Create an Innovative and Digitally Competent

IT Organization

Rebalance IT’s talent portfolio for digital competencies

Focus on IT Organization Development and Talent Management

Develop consumer engagement expertise

Create an innovation culture that can generate digital revenue streams


Rebalance IT Talent Portfolio for Digital Competencies

Source: IDC, IT Staffing Survey 2015 – N=90

INVEST

CULTIVATE

RETRAIN /AUTOMATE

OUTSOURCE &AUTOMATE!


Create a Reliable, Scalable and Secure Digital Infrastructure

Integrate Digital Capabilities With Enterprise Platform

INTEGRATE

Focus on IT Service Management and Enterprise Architecture

Deliver enterprise applications on standard platforms

Create customer-facing and ecosystem-facing IT services

Implement cross functional DX program management

© IDC Visit us at IDC.com and follow us on Twitter: @IDC

27

Create Customer-Facing and Ecosystem Business Services

• RELIABLE COMPUTING AND COMMUNICATIONS

• EMPLOYEE PROUCTIVITY

• SYSTEMS RESILIENT TO DISASTER

IT Services

Customer-Facing Business Services

EcosystemBusiness Services

• CUSTOMER ACQUISTION AND RETENTION

• CONTEXTUALIZED CUSTOMER EXPERIENCE

• NEW REVENUE STREAMS

• INFORMATION AS A PRODUCT

• CONNECTED SERVICES (AUTOMATION)

• NEW BUSINESS MODEL

Enterprise Business Services

• DATA FOR IMPROVED DECISION MAKING

• EFFICIENT BUSINESS PROCESSES

• SECURE CORPORATE DATA

SERVICE LAYER BUSINESS OUTCOMES


INCORPORATE

Incorporate New Techniques & Technologies Into IT Org.

Create a Flexible and Optimized IT Infrastructure

Focus on Change Management Techniques

Selectively incorporate new skills

Create “Infrastructure Innovation”

Operate under the new “I&O norm”


Modernize Infrastructure to Support a Digital Org

39 31

29 33

32 36

Digital Resister Digital Transformer

Total Technology Investment by DX Maturity

-21%

+14%

+13%

INNOVATE

INTEGRATE

INCORPORATE

INNOVATE

INTEGRATE

INCORPORATE

Emerging Digital platforms

In 2015 the Emphasis is on Experience and Operating Models – Building the Digital Enterprise






19% of total DX technology

spending in 2015


spending in 2015


spending in 2015


spending in 2015


spending in 2015

30

Established Digital platforms

By 2020, We Move From Building the Digital Enterprise to Building the Information-Based Enterprise







spending in 2020


spending in 2020


spending in 2020


spending in 2020


spending in 2020

31

IDC Recommendations


1

Aggressively

modernize enterprise

IT platforms to

accelerate DX

initiatives

2

Innovate at speed on

the digital platform

with new use cases

and reimagining of

business models to

help creating the new

ecosystem

3 Implement hybrid cloud architectures and data

analytics platforms to enable seamless

integration across both worlds, and focus on

enabling key business outcomes as part of this

Want a kick-start

into DX change

management?

Here is our gift to

you!

Leading in 3D:

100 Days to Set the

Stage for Digital

Transformation


”leading in 3d” – konsten att skapa en kultur av ständig förändring › wp-content ›...

Documents