Breakout session Digitalisering - pwc.dk - fra... · Fra strategi til implementering May 2018 20...

PwC

Grib de digitale muligheder og skab forretning

Digitalisering- fra strategi til implementering

CXO-konferencen 2018

Breakout session

1May 2018Fra strategi til implementering

PwC

Welcome

Thomas Okke Frahm

CIO Nilfisk A/S

CIO Chr. Hansen A/S

Executive Partner, Gartner

Director Maersk Line, Digital revenue

CIO Maersk Drilling, Supply Service

CIO Rosti Group

Thomas Okke Frahm

CIO Nilfisk A/S

CIO Chr. Hansen A/S

Executive Partner, Gartner

Director Maersk Line, Digital revenue

CIO Maersk Drilling, Supply Service

CIO Rosti Group

• IMD Management studies

• Diploma in Marketing Management (CBS)

• Maersk Shipping Education

Thomas Schaumburg-Müller

Director PwC Consulting

Co-Lead PwC Consulting Digital

[email protected]

+45 40 98 84 46

Thomas Schaumburg-Müller

Director PwC Consulting

Co-Lead PwC Consulting Digital

[email protected]

+45 40 98 84 46


PwC

PwC are a leading Digital Strategy and Transformationconsultancy with over 2,000 Digital Experts

United States• Hardware Lab Chicago• Experience Center LA• PwC Google Lab NYC• PwC Google Lab S.Diego• “The Sandbox” Miami

Asia Pacific• Exp. Center Hong Kong• Exp. Center Melbourne• PwC Google Lab Sydney• Exp. Center Auckland

Europe/ Middle East• PwC Google Innovation

Lab Belfast• Exp. Center London• Exp. Center Frankfurt• Exp. Center Dubai• Immersion Lab Paris• Data Lab Amsterdam

Global Digital Experience CentersPwC Digital Operation Services

USA 1,100+ experts PwC Technology Institute Catalyst Team Digital Agency

UK 300+ experts CoE: Digital Transformation Protothon Team Digital Agency

DACH 350+ experts CoE: Digital Transformation Data & Analytics Cyber Security

India, China 650+ experts Digital delivery (India) Digital agency (Hong Kong)

Europe 150+ experts

(NL, ES, F, CH, DK) Digital agencies in F, NL, CH

Asia Pacific 250+ experts Digital Agencies in Australia

& New Zealand

Our Digital and IT Assessment toolkit

DigitalBusinessMaturityModel

ExperienceCenter/ Design

Thinking

IT FunctionModel

Framework

DigitalCapability

Framework

DigitalArchitectureFramework

IT CostTransparency

Model

Our Digital Operations Expertise

InnovativeDigital

BusinessModes

Digitization &Integration of

Vertical/HorizontalValue Chains

Agile ITArchitecture

Digitization ofproduct and

serviceofferings

Data &Analytics

Optimization ofAdministrative

Functions

Global Technology Alliances

digital

cundusExcellence in BusinessAnalytics

AntsEyeView

Major Digital Acquisitions

Digital Thought Leader

Leader: Digital Products and Services By IDCMarketScape

Leader: Digital Operations By Kennedy ConsultingResearch & Advisory

Leader: Worldwide Digital Enterprise Strategy andTransformation By IDC MarketScape


PwC

In 2017 we have published over 20 digital pieces; a significant upliftcompared to the past couple of years


Further, the current pipeline contains >10 pieces aboutdigital topics we intent to publish this year

PwC

PwC CXO Survey 2017 learned us that…

• 8 out of 10 companies wants to become moredigital and utilize new technologies within the next3-5 years, to become industry leaders.

• 48% stated that it was becoming increasinglyimportant for them to exploit the digitalopportunities available to achieve/sustain acompetitive advantage.

• 70% indicated that they had introduced specificinitiatives but that there is still some way to go. 18%said that they have a strategy but have yet to launchtheir specific initiatives, while 8% say they have notstarted at all.

• 50% identify lack of training and a digital culture asbeing the biggest challenges for increasingdigitization.


Becoming digital -

Only 4% said they

had this area undercontrol.

PwC

PwC CXO Survey 2018 shows…

• Danish companies are have maturedsignificantly, moving digital from opportunities toinitiatives.

• 16% are using RPA solutions for processesautomation, against 8% in 2017.

• 45 % point to emerging technologies anddigitalization as “must win battles” for the comingyear.

• CXO’s expects the following technologies to havetheir business breakthrough the next 3-5 years:‘Cognitive Techs’, ‘AI’, ‘Big Data’, ‘Internet of things(IoT)’, ‘machine learning’, og ‘virtual/augumentedreality’.

• 30 % responds that; AI, machine learning &drones are technologies where CXO expect toinvest 20% more, compared to last year.


2018Globally - benchmark isnow “Digital Follower”

Global Digital Operations Study 2018

PwC

On average, companies still expect to invest 5% of revenue ondigital initiatives – but demand fast ROI

Industry 4.0 investment (in % p.a. of digital revenue until 2020) Expected return on investment period for digital investments

Big investments with big impact: it’s time to commit


PwC

50% of companies identify a lack of digital culture and training astheir biggest digitalization challenge

Source: PwC Industry 4.0Survey 2016

14

16

18

21

25

25

36

38

40

50

Lack of digital operational vision

Unclear economic benefit and investment

Lack of digital culture and training

Insufficient talent

Slow expansion of basic infrastruture technologies

Concerns regarding loss of control of Intellectual Property

Unresolved questions around data security and privacy

Leadership by top management

High financial investment requirements

Lack of digital standards, norms and certifications%


PwC

Common challenges for moving digital fromstrategy to implementation

1. Lack of digital culture andtraining

2. Lack of digital operationalvision

3. Unclear economic benefit andinvestment

May 2018Fra strategi til implementering9

Increase digitalMaturity

Accept bi-modelorganizations

Don’t manage asa project

High performers…

PwC

1. Lack of digital

culture and training

Increase digital Maturity


Tools

Industry 4.0

Overview and cases

Digital ideas andbusiness models

Explore best-practicedigitisation methods andbusiness models

Discuss opportunities andlimitations with currentmaturity level

Get inspiration fromindustry 4.0 cases

Discuss current I4.0maturity level

Identify primarybusiness ideas and dofive rounds ofimprovement

Description of businessmodels

DigitalMaturity

DigitalRoadmap

PwC

2. Lack of digital

operational vision

Accept bi-model organizations


Synthesis &

Foresight

Synthesis &

Foresight

Organization is aligned tothe Digital strategy,including

•Formation of Digitalteams

•Formation of businessprocesses enablingintegration of Digitalapproaches

•Build up of digitalcapabilities

An agile ITorganisation

Data andanalyticscapabilities

A culture is created thatembraces Digitalinnovation

2

3

4

5

An innovation cycle that fosters rapidtransition from ideas to prototyping

•Ideation•Prototyping•Measure and evaluate

1

PwC

3. Unclear economic

benefit and investment

Don’t manage digitalization asproject(s)


Digitalization and integration ofvertical and horizontal value

chains

Digitalization ofproducts and serviceofferings

Digital businessmodels and

customer access

Penetrate new marketsand value streams

PwC

Digitalization in Nilfisk A/S


PwC

NilfiskAugmented reality

Nilfisk is a leading global player in the professional cleaning industry. After morethan 110 years of innovation history, Nilfisk is continually committed to providinghigh quality products and reliable solutions that clear the way for a safer, cleanerand more productive everyday for millions of businesses and homes around theworld.

Nilfisk has sales companies in 45 countries and its products and services are usedin more than 100 countries.

Numbers (2016)

Turnover: 1.098M Euro

Profit: 100M Euro

Employees 6.000


PwC

NilfiskAugmented reality


PwC

Striking the balance

How to pursuedigitalizationwithoutcompromising thestrategic focus forcontinuouseffectiveness?


The uncomfortable conversation between IT and business leaders

PwC

Striking the balance


How to pursuedigitalizationwithoutcompromising thestrategic focus forcontinuouseffectiveness?

PwC

Digitalization is NOT a project

Beyond theBusiness Case:

Digitalinnovation

vs.

Digitaloptimization


Mode 1 is optimized for areas that are morepredictable and well-understood. It focuses onexploiting what is known, while renovating thelegacy environment into a state that is fit for adigital world.

Mode 2 is exploratory, experimenting to solve newproblems and optimized for areas of uncertainty. Theseinitiatives often begin with a hypothesis that is testedand adapted during a process involving short iterations,potentially adopting a minimum viable product(MVP) approach.

PwCMay 2018Fra strategi til implementering

19

Beyond theBusiness Case:

Digitalinnovation

vs.

Digitaloptimization

70NEW

digitalideas

Customerexperience

15%

Solutionsand offerings

30%

Operationaleffectiveness

55%

OUTCOME OF 6 HOURS’ DIGITAL IDEATION

We will look to digital and emergingtechnologies to help drive innovation,improve decision-making, customerexperience and create new businessmodels.

In cooperation with PwC Consulting, Nilfisk prepared and planned a cross-companyeffort for identification and validation of high-potential digital ideas and concepts –Digital Ideation.

PwC

Who should own the digital agenda?Powerfuldigitalleadership– that hasthe courageto lead fromthe front


Exec. Board

CIO

CFO

COO

CIO

CDO

CMO

What characterizes a powerful digital leadership:

• Shared ownership is the solation. Not fit to be owned by single orminority group with “private” KPIs

• Trick is to define ambitions, so the choices we make (and prototype)will create fast results

• Accept the non-perfect. Minimal viable product thinking

• Be clear and consistent - What should IT do?

PwC

We build innovation capabilities to enableour organisations to invent their andNilfisk’s own future

Build andembrace digitalcapabilities

Co-existence ofIT, Digitalinnovation andshadow IT


1. Nilfisk IT will get better insight intoand control over the assets and dataof Nilfisk, to be used for ITinnovation

2. In parallel with getting insight intoand control over assets and data, ITwill establish a capability thatexplores methods and technologiestogether with other Nilfisk functionsand external parties to build up ITinnovation as a capability

3. Define, develop and maintain aplatform for digital innovation

PwC

From strategy to implementation

If in doubt:start withdata analytics


Thank you!

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Breakout session Digitalisering - pwc.dk - fra... · Fra strategi til implementering May 2018 20...

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