Digital IQ - globale og danske erfaringer Hellerup 19. januar 2016 kl. 8:30-11:00

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1 Digital IQ - globale og danske erfaringer Hellerup 19. kl. 8:30-11:00 Revision. Skat. Rådgivning.

2 Image credit Jessie Edwards Digital is not about the technologies. What happens when business marries creativity? It s about new ways of solving problems, creating unique experiences and accelerating growth. Reimagine Business in the Digital Age 2

3 Digital IQ Survey 3

4 Program Tid Indhold 08:00 Morgenmad og registrering 08:30 Velkomst v/ Esben Toft, partner, Digital Transformation, Danmark 08:35 Digital IQ - globale og danske nøgletal v/ Torben Leth, partner i Digital Transformation & Thomas Schaumburg-Müller, director, Danmark 09:00 Digital ledelse i DFDS v/ Torben Carlsen, CFO, DFDS 09:30 Pause 09:45 Digitalisering - fra vision til realitet v/ Thomas Okke Frahm, CIO, Chr. Hansen 10:15 International industrial giants - digitally ready v/ Dr. Carsten Hentrich, director, Global lead, Digital Transformation, Germany, Strategy& 10:45 Kickstart din digitale rejse v/ Esben Toft, partner, Digital Transformation, Danmark 11:00 Tak for i dag 4

5 Digital IQ globale og danske nøgletal v. Thomas Schaumburg-Müller & Torben Leth, Digital Transformation 2) 5

6 10 attributes that fuel your digital growth engine Digital IQ leaders are twice as likely to achieve rapid revenue and profit growth. 01 Our CEO is a champion for digital 02 Digital leaders are involved in strategy 03 Digital strategy is businessaligned and shared by c-suite 04 Business and digital strategies are well communicated 05 Look outside the company for new ideas 06 Digital investments are made for competitive advantage 07 Effectively use all of our data to drive value 08 Proactively plan for cyber and privacy risks 09 A single multi-year roadmap 10 Measure digital investments 6

7 Chasing digital value: what businesses really want from their digital investments Q: What value do you expect from your digital enterprise investments? They will enable us to Select the top three in ranked order. First-ranked. 7

8 Businesses across the globe often lack a cohesive digital roadmap Q: To what extent do you agree with the following statements about your operating model? We have a single, multi-year digital enterprise roadmap that includes business capabilities and processes as well as digital and IT components. 8

9 What actions can Danish leaders do to ensure their digital investments deliver and sustain value? DIGITAL LEADERS SET STRATEGY As global companies use digitalization to pursue financial growth and have established good practices for how to convert digital plans and concepts to measureable business initiatives, Danish companies are still focusing on digital management and leadership. Furthermore, data indicates that Danish companies primarily use digital for internal performance optimisation, while global highperformers are realizing increased digital product and customer value. 88% say that executives responsible for digital are involved in setting high-level Key findings business strategy; globally, 77%. from Denmark: DIGITAL ROADMAP 35% CONSISTENT MEASUREMENT 52% they consistently measure outcomes from digital investments, globally, 72%. say they have a single, multi-year digital enterprise roadmap that includes business capabilities and processes as well as digital and IT components; globally, 53%. 9

10 Danish results in perspective Global: #1 priority for digital investment (45%) is revenue growth Denmark: 27% Performance optimization Product/Client Value Global: Digital investment expected to increase profits (25%) Denmark: 29% Digitalization Global: Increase in digital investments 15% or more of revenue (31%) Denmark: 27% Inside IQ External IQ 10

11 Digitalization realization - working with our clients Digitalization driven by internal IQ Maturity and realization of digitalization results are highly dependent on industry. Digital product and services have been matured for some time next wave will include manufacturing and industrial products. But across industry we see the same challenges: Digitalization are used for performance improvements Very few have focus on product/client value Implementing Bi-modal IT Can technology platforms scale? Are your IT leadership accepted as strategy stakeholders? Reading the digital signs 1. Digital for today s business models not tomorrow s 2. Yet plenty of disruption happening inside of companies 3. Businesses held back by slow-tech approach DIGITAL BARRIERS 55% have all the tech skills needed to deliver on their digital vision 11

12 A need for increased focus on connecting Digital IQ to the overall contribution of business value, revenue and profit. To some extent, the transformation has started. We see companies move from creating dedicated digital strategies to incorporating digital initiatives into their overall business strategies. We believe this will strengthen Danish companies in the transition towards matching global top performers. The role of the CIO is also evolving. Some are moving closer to the business, becoming part of the management team and digital ambassadors. Where they re investing Business leaders in Denmark are focusing their digital spend on IT and marketing, followed by operations (11%), enterprise functions like HR (11%), and customer service (8%).* IT 32% globally 39% Denmark Marketing 27% globally 29% Denmark Sales 12% globally 9% Denmark 12

13 Working with our clients Digitalization driven by external IQ What does this mean? Business will most likely drive your Digitalization Don t expect your traditional IT department to do so Are top management prepared for this Digitalization challenge? The majority of technology investment is happening outside of the IT department 13

14 Working with our clients Digitalization driven by external IQ Surprisingly few companies have a CDO in place today (2015) It suggests that despite the great deal of attention paid to digitization in the press and by consumers, a large percentage of companies haven t yet seen the need to give a single executive the power to oversee their digital efforts across the entire enterprise However, of the 86 CDOs found, 31 of them were appointed last year, a spike suggesting that more companies are already assigning a growing level of importance to the idea of a dedicated digital leader Few companies have a CDO today will change rapidly in the future *Based on a Strategy& survey of the world s 1,500 largest companies by revenue. Source: Financial Times; OneSource/Avention; Strategy& analysis 14

15 Working with our clients Digitalization driven by external IQ What is the Demographics of a CDO Marketing and sales experience dominates the backgrounds of current CDOs The CDO must have the capacity to take the crossfunctional approach necessary to lead the charge The CDO must be an agent of cultural change, championing the digital transformation throughout the company Strategy & business development Technology Academic Consulting Customer Service So far the CDO picture is unclear must be able to drive changes Sales and distribution channels Other Marketing 15

16 Kickstart din digitale rejse v. Esben Toft, Digital Transformation 7) 16

17 can help from Strategy to Execution STRATEGY INNOVATION EXPERIENCE TECHNOLOGY ANALYTICS BACK OFFICE Maximizing business value Moving into whitespace Creating superior user engagement Objectively viewing the connected world Identifying insights that matter Reducing cost & complexity SECURITY ASSURANCE LEGAL TAX PEOPLE DEALS Protecting new digital space Digital governance and audit Providing knowledge and guidance Managing digital impact Improving performance and collaboration Strategic digital transactions 17

18 Next steps could be Dig in to your Digital IQ Conduct a digital strategy workshop Start a digital dialogue Develop a disruption strategy Expand your ecosystems Take the assessment with your business and IT leadership team. 40/landing/ Use the session to evaluate the areas for improvement surfaced by your survey and develop a shared perspective on organizational challenges around digital. Consider an enterprise-wide Digital IQ benchmark to serve as a way to begin engaging around digital strategy with the full organization. Create an explicit strategy and approach regarding disruption. You can t excel at digital growth, disrupt markets, or keep up with tech talent alone. 18

19 Questions?

20 Tak for i dag! Denne publikation er udarbejdet alene som en generel orientering om forhold, som måtte være af interesse, og gør det ikke ud for professionel rådgivning. Du bør ikke disponere på baggrund af de oplysninger, der er indeholdt i denne publikation, uden at indhente specifik professionel rådgivning. Vi afgiver ingen erklæringer eller garantier (udtrykkeligt eller underforstået) hvad angår nøjagtigheden og fuldstændigheden af de oplysninger, der findes i publikationen, og, i det omfang loven tillader, accepterer eller påtager PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab, dets aktionærer, medarbejdere og repræsentanter sig ikke nogen forpligtelse, ansvar eller agtpågivenhedspligt for eventuelle konsekvenser, som følger af, at du eller andre handler eller undlader at handle i tillid til de oplysninger, der findes i publikationen, eller for eventuelle beslutninger truffet på baggrund af publikationen PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab. Alle rettigheder forbeholdes. I dette dokument refererer til PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab, som er et medlemsfirma af PricewaterhouseCoopers International Limited, hvor hver enkelt virksomhed er en særskilt juridisk enhed.