Enagás Digital Transformation Framework

Transcription

1 Enagás Digital Transformation Framework 24 th October 2017

2 WHAT IS DIGITAL TRANSFORMATION? It s (not only) about Technology New profiles, consumer behavior and leaders New business models CUSTOMER IN THE MIDDLE DATA DRIVEN DECISIONS PRODUCTS/ SERVICES IN REAL TIME NEW PLAYERS ECOSYSTEM CHAIN PLATFORM ECONOMIES IDEO uses RRSS to change the way of working GE and Microsoft partner to bring Predix to Azure BBVA allows you open an account instantly online Tesla changes the classical parameters of the CoV in the automotive industry. Airbnb competes in the market of scale without having scale CUSTOMER CENTRIC ANALYTICS IOT NEW ECOSYSTEM DISRUPTIVE ENVIRONMENTS 2

3 WHAT IS DIGITAL TRANSFORMATION? IT IS A CHANGE OF PARADIGM IN CUSTOMERS-COMPANIES INTERACTIONS, OPERATIONS-VALUE CHAINS AND PLATFORM ECONOMIES THAT IMPACTED FIRSTLY IN B2C ENTERPRISES AND WHICH COMES AS INDUSTRY 4.0 IN THE INDUSTRIAL SECTOR 3

4 WHAT ARE THE IMPLICATIONS OF TRANSFORMING AN ORGANIZATION? Operational Processes Digital Intensity Analytics Process Digitization Internal Collaboration Monitor reputation Sell services Build Costumer communities Customer Experience Strategic Cloud Definition Definition of strategy in data management Smart Analytics in OyM (CMD) Automating processes Monitoring operations in real-time Adaptability to external changes Active Knowledge sharing Use of internal social networks and video conferencing Working anywhere, anytime, any device Ensure cross-channels Personalize the customer experience Offer self-service Mobile Channel Promote products and service Provide customer service Data Integration Customer Data Other Data (finance, supply-chain, operations) Source: Capgemini/ MIT 4

5 STEPS FOR A DIGITAL TRANSFORMATION Focus investment Frame the digital challenge Ensure company invests in the right areas Identify where the organization should excel now Decide if you need to adapt your business model 01 Understand the threats and opportunities that digital can offer to your organization Assess your firm s digital maturity Drive change with transformative digital vision List of areas needed to move to the next ideal phase Place all initiatives on a 1-to-3 years roadmap. Could be modified Strong enterprise- level governance around digital initiatives. Sustain the transformation Fill skills gaps redesigning training programs for your employees Quantify and monitor progress with KPIs Executives should look for opportunities to Senior team with a common vision to proceed Engage the organization at scale Putting the company in motion early Encourage employees to identify new practices and opportunities Assign a digital transformation leader Generate two-way communications using a Digital Workplace iterate and improve Source: Capgemini/ MIT

6 BUT WHAT IS THE IMPACT OF DIGITAL ON OUR BUSINESS? IN ORDER TO GET AN UNDERSTANDING OF THE REAL IMPACT OF DIGITAL, WE HAVE DEVELOPED A DIGITAL VISION 6

7 BEST PRACTICES AVAILABLE TECHNOLOGIES INTERNAL OPPORTUNITIES 7

8 WHY? WE HAVE DRAWN THE INSIGHTS FROM AN EXTERNAL analysis DIGITAL AGENDA 2020 (EUROPEAN UNION)INDUSTRIAL AND NON INDUSTRIAL ENTERPRISES BENCHMARK GENERALIZED TRANSFORMATION IN CULTURE AND BUSINESS 8

9 BUSINESS, PROCESSES AND TECHNOLOGY CULTURE AND ORGANIZATION Automation and centralization of the Operation of Storage Facilities. Digitally enable the workforce and boost the digital workplace. Focus on plant mobility: prevention and maintenance. Collaboration networks and collective learning. Optimization of assets life cycle management. Intelligent networks and counters. Cultural change; professional development; digital transformation awareness Development of the Intelligent Assets Maintenance System. Training in digital transformation for managers

10 WHY? WE HAVE DRAWN THE INSIGHTS FROM AN EXTERNAL analysis DIGITAL AGENDA 2020 (EUROPEAN UNION)INDUSTRIAL AND NON INDUSTRIAL ENTERPRISES BENCHMARK GENERALIZED TRANSFORMATION IN CULTURE AND BUSINESS AND ANINTERNAL ASSESSMENT WORKSHOPS AND INTERNAL MEETINGS COMPANY MATURITY STRATEGIC PRIORITIES AND COMPANY CHALLENGES 10

11 WE HAVE ASSESED OUR SITUATION... Digital Transformation Stages Skeptics Digital transformation has just begun. Signatures that adapt slowly to change.. Collaborators New models of collaborative work. They work with innovative mentality. Emphasis on communication and branding. Stage 1 Stage 2 Stage 3 Stage 4 Beginners Return in isolated initiatives. Invest in strategic definition or technological improvement. Differentiators Revenues from digital projects and business diversification. Holocracy Clear system integration. 11

12 FROM WHICH WE HAVE DEFINED OUR GOALS THE INSIGHTS OBTAINED IN THE, THE STRATEGIC PRIORITIES AND THE CHALLENGES OF THE COMPANY, FROM WHICH WE OBTAIN THE TRANSFORMATION GOALS 12

13 STRATEGIC PRIORITIES EFFICIENCY AND REGULATORY VISIBILITY SOLID LIQUIDITY AND FINANCIAL POSITION ATRACTIVE AND SUSTAINABLE SHAREHOLDERS REMUNERATION LEADERSHIP AND SUSTAINABILITY GROWTH TRANSFORMATION GOALS COMPANY CHALLENGES AGILITY CRITICAL KNOWLEDGE DIGITALISATION 13

14 DIGITAL PROFESSIONAL VC OPTIMISATION GROWTH THE FIRST STEP OBTAIN DIGITAL PROFESSIONALS THAT EMBRACE CHANGE, PASSION FOR INNOVATION AND DIGITAL CULTURE 14

15 DIGITAL PROFESSIONAL VC OPTIMISATION GROWTH THE MAIN GOAL WE WILL OPTIMISE THE VALUE CHAIN WITH DIGITAL SKILLS DATA- BASED MANAGEMENT WITH PROCEDURE EFFICIENCY, SUPPORTED IN MOBILITY AND FOCUS ON SECURITY 15

16 DIGITAL PROFESSIONAL VC OPTIMISATION GROWTH IN THE LONG TERM EVOLVE AND DIVERSIFY THE INCOME BE CUSTOMER CENTRIC LEVERAGE TECHNOLOGIES AND DIGITAL PLATFORMS GENERATE ADJACENT INCOME TO OUR VALUE CHAIN 16

17 LEVERAGED IN DIGITAL TECHNOLOGIES USING SYSTEMS STRATEGIC PLAN AS ENABLER ALIGNING I.T. WITH BUSINESS AND DIGITAL TRANSFORMATION STRATEGY 17

18 AND WHICH INITIATIVES QUALIFY AS DIGITAL? TRANSFORM THE EMPLOYEE EXPERIENCE ARE ACCOMPLISHED WITH INNOVATIVE METHODOLOGIES LEVERAGE DIGITAL TECHNOLOGIES* * According to the Gartner hype cycle 18

19 WE HAVE IDENTIFIED 128 INNITIATIVES DATA MANAGEMENT MODELING AND ANALYTICAL COCK-PIT DIGITAL CROSS- COMPANY DIGITAL WORKPLACE & WORKFORCE DIGITAL EXCELLENCE CENTER (COE) IDEAS LAB DIGITAL MATURITY ENERGY EFFICIENCY NEW BUSINESS LINES SAFETY & SECURITY 19

20 GROUPED IN 4 STREAMS ORGANISATION AND DIGITAL CULTURE CORE PROCESSES CROSS PROCESSES BUSINESS CONTINUITY FORGOTTEN SILOS, HELD CAREFULLY MULTIDISCIPLINARY, TRANSVERSAL AND COLLABORATIVE 20

21 WHICH ACTIVITIES ARE WE DEVELOPING? Digital Maturity Analysis Center of Digital Excellence: PMO for project monitoring + Definition of program framework Organization and Digital Culture Digital Workplace- Stage I Digital Human Capital Manager Stage I Digital Professionals and Capabilities MS 365 Corporate Social Network / Mobility / VR etc. Digital Human Capital Manager Stage II Digital Workplace- Stage II MS 365 Gamification, Data Analytics, Teams, etc. Change Management, Training and Digital Awareness Core Processes Cross Processes Business Continuity Data Management - Hub Simulation / Smart Analytics OyM... Mobility in OyM IoT - Connectivity Efficiency - Energy consumption, Wearables... Security -Detection of diseases, surveillance, crisis management, wearables, etc. Optimización procesos ECOFIN / Staff Bills to pay Analytics - reporting Estafeta, digital signature, CAPTIOII Lab Ideas Digital Ecosystem Automation (RPAs) Predictive maintenance of assets Scaled Pilots Optimization of other processes mobility - document management, etc.. Optimization of the customer's life cycle New business lines 21

22 HOW ARE WE GOING TO DO IT? Digital Intensity Technology-enabled initiatives in: Transformation management intensity Leadership capabilities including: Internal operations Employee engagement IT- Business Relationships Engagement Governance Vision Real- time monitoring of operations Optimized procedures Process Automation Mobility Evolving the culture Teleworking Employee empowerment Vision of the firm s future Communities in social media New skills Source: Capgemini/ MIT 22

23 METHODOLOGY C R O S S - I M PA C T E D

24 THAT TRANSFORM ENAGÁS Efficiency Evolution Innovation Culture Employee Optimisation Management Opportunities Experts Forecast Data-Driven Value creation Flexible Colaborative Leader Competitiveness Agility Security Control Confidence Opening Mobility Adaptability

25 Success in digital transformation will only be achieved through the INVOLVEMENT and SHARED VISION of the entire company.

26 TECHNOLOGICAL SOPHISTICATION VS MANNING IDENTIFY NEW MODELS TRANSFORM EXISTING ONES REMOVE THOSE THAT ARE NO LONGER USED

27 Victor Gimeno Granda

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