Digital transformation separating myths from reality
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1 Digital transformation separating myths from reality Steven Spittaels June 2017 REINVENTING YOUR BUSINESS TOGETHER BIG DATA ANALYTICS INNOVATION
2 Digital transformation is hard The goalposts keep moving, forcing questions on strategy and business models. It is unclear who should own the digital agenda. Transformation takes longer than the time available. The business case does not add up. Acquiring and releasing talent is painful. The risks are hard to assess. 2
3 Executives at incumbents are seeking advice from Silicon Valley 3
4 Here are some of the things you might hear in Silicon Valley... but which to believe Digital is disrupting every sector Disruptors have the upper hand Winning requires bold investment in transformation Agility is the best strategy Building new businesses is better than reshaping old ones CEOs must lead the digital agenda Culture change is critical 4
5 Myth 1 Digital is disrupting every sector. 5
6 Every sector is being disrupted INCUMBENT ATTACKER TRANSPORT RETAIL SHIPPING LEISURE MANUFACTURING 6
7 Digital is even disrupting sectors that are traditionally immune to attackers Market capitalisation 1 $ Billions Valuation insteaed of Market capitalization for Airbnb SOURCE: Capital IQ, Skift Research 7
8 Myth #1 Digital is disrupting every sector. Digital disruption is affecting every sector An understanding of your sector s pace and scale of disruption will determine appropriate action 8
9 Myth #2 Disrupters have the upper hand. 9
10 Disruptors are taking share in most sectors Estimated market share of new digital entrants/adjacencies Percent Media 26 Information Technology 25 Telecom Professional services Healthcare Retail Finance and Insurance Transportation Automotive and assembly 8 Consumer packaged goods 8 SOURCE: 2016 McKinsey Digital Survey 10
11 But incumbents have also had significant digital success What they did Shifted from commoditized manufacturing to customized services Deployed next generation technology to help customer develop agronomic insights Old business model New verticals Making tractors Online services for farmers SOURCE: Operator website; Annual report; Press search 11
12 Myth #2 Disrupters have the upper hand. There is much incumbents can learn from disruptors Incumbents have many capabilities that can be deployed to win 12
13 Myth #3 Winning requires bold investment in transformation. 13
14 There is a clear return on digital investment Impact of digital boldness on Revenue and EBIT % growth 11% Revenue growth 7% EBIT growth Little digital investment Significant digital investment 1 Level of digital investment 1 Assumes that investment is digital is proportional to level of disruption achieved SOURCE: 2016 McKinsey Digital Survey 14
15 But investment needs to be selective only half the firms are making a clear return on capital invested in digital Digital initiatives ROI Percent of companies Negative ROI 24 ROI is less than cost of capital 1 25 ROI is more than cost of capital 51 1 Assumes average cost of capital of 10% SOURCE: 2016 McKinsey Digital Survey 15
16 Myth #3 Winning requires bold investment in transformation. Prioritise digital and make bold strategic investments to win Be selective on investments to ensure healthy return on capital 16
17 Myth #4 Agility is the best strategy. 17
18 Many firms are starting to consider the Spotify agile model Traditional model CEO Agile model CEO Design DevOps Mortgage origination Current accounts Siloed teams with management overhead struggle to react quickly to changes in the market Cross-functional teams with endto-end ownership, closer to customer and adapt quickly 18
19 DMGT/Daily Mail predicted the acceleration of physical media disruption What they did Divested 4 physical businesses & acquired 22 digital ones Example acquisitions Why strategy was important Extreme pace of market disruption would have made a purely organic agile response ineffective Strategy allowed identification of high potential segments, e.g., B2B & services % of digital revenues 30% 32% 35% 42% 46% 47% SOURCE: Operator website; Annual report; Press search 19
20 Myth #4 Agility is the best strategy. A clear digital strategy is critical to set direction, agility is important in realising goals 20
21 Myth #5 Building new businesses is better than reshaping old ones. 21
22 There are multiple options Approach Description Example Why this approach was ideal Transform the core Internal organisational change Leverage key assets such as existing customer base and core banking systems Brownfield start-up Acquire and integrate Create independent start-up Acquire new digital capabilities and integrate into existing operations Allow truly disruptive behaviour while benefiting from parent company resources Enable rapid scale up of digital capabilities and targeting on nontraditional demographics Rebalance portfolio Rebalance from declining to growing segments Change strategic direction of entire company and exit underperforming businesses 22
23 Myth #5 Building new businesses is better than reshaping old ones. Choose the right transformation approach 23
24 Myth #6 CEOs must lead the digital agenda. 24
25 But there are many successful cases where the CEO is not leading Schibsted was competing in a shrinking market when their Digital Transformation EVP led a major initiative Industry-wide newspaper print ad revenues decreased by 36% or $16bn ( ) Invested ~EUR 2.5 bn into online business Acquired mature digital companies to enter new markets to transform them into a global digital media & advertising player Grew online classified revenue to EUR 543m Increased presence across 44+ countries SOURCE: Operator website; Annual report; Press search 25
26 Evidence suggests that non-ceo support may be even more critical to program success Correlation of executive support and digital success CIO BU head Board of Directors CFO CMO CDO CEO 1 Success defined as top quartile based on digital ROI, Revenue and EBIT SOURCE: 2016 McKinsey Digital Survey 26
27 Myth #6 CEOs must lead the digital agenda. Digital needs a clear leader, but does not always have to be CEO Digital is always a team effort top team must be fully aligned 27
28 Myth #7 Culture change is critical. 28
29 Foundations Organizing for Digital Different culture styles Core vs new business Growing the core Customer usage/segments known Proven processes Scale effects and experience Efficiency Focus Established approaches Developing new businesses Customer acceptance unclear "Trial and error" "Learning by doing" Experimenting Flexibility Creative approaches 2 different leadership styles and different KPIs required 29
30 Myth #7 Culture change is critical. Culture is one of the biggest barriers to digital transformation Culture change starts with senior leaders 30
31 7 Myths - Proven or Disproved? 1 2 Digital is disrupting every sector 3 Winning requires bold investment in transformation 4 Disruptors have the upper hand Agility is the best strategy 5 Building new businesses is better than reshaping old ones 6 7 CEOs must lead the digital agenda Culture change is critical 31
32 What you can take away if you have a photographic memory Thinsk about step-outs - examples Connected car and autonomous driving Industry 4.0 E-government and e-education Digital banking/fintech and Digital insurance Build new ecosystems Connected home/building Digital logistics Smart city/ infrastructure Digital commerce Digital patient and e-health Digital media and entertainment Digital agriculture Distributed energy Marketing & Sales 4.0 Operations 4.0 Develop business architecture Digital frontend processes Omni-channel Digital marketing and social media Customer relationship and lifecycle management Advanced commercial model Predictive maintenance Digital manufacturing Digital procurement Digital and Open Innovation Product Design Digital support functions, e.g., HR Integrated physical and digital experience End-to-end digitization Automation Strengthen foundation Technology System and data architecture (2-speed IT) Big data and advanced analytics Organization and culture 2-speed org: agility and waterfall Partner management Devices Data security Culture: cross-functional and flat hierarchies Connectivity Digital talent SOURCE: Digital McKinsey 32
33 What can you take away for people like me You need to take action on digital immediately Get the strategy and organisational structure right before you start spending Make sure you get wide C- level support (including the CEO) Culture change is nonnegotiable 47 33
34
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