How to become a digital leader

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This single page draws together some of the key headlines, across multiple publications from the three year joint research program between Capgemini Consulting and the MIT Centre for Digital Business. It provides a single page reference of the common patterns the world's leading digital companies, the 'Digirati', apply to get value from digital transformation. Click download to get a high resolution version of this graphic. Credits; Graphics; Glenn Stephenson; http://bit.ly/glenn-design Content; joint Capgemini - MIT research, compiled by Paula Calvo Lopez (twitter.com/PaulaCalvoLopez) and Ben Gilchriest (twitter.com/BenGilchriest).

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Content: Paula Calvo Lopez,Ben Gilchriest - Illustration: glennstephensondesign.tumblr.com

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With the proliferation of technology, banking customers are living in a connected world with their experience from other industries influencing their expectations from their financial services provider. This has led to an evolving customer-bank relationship necessitating banks to be more customer-centric by embedding themselves in customers’ lives to meet rising customer experience expectations. However, banks have been facing challenges in meeting customer expectations, as they are troubled with legacy challenges both in terms of technology and culture. This document aims to understand and analyze the trends in the banking industry that are expected to drive the dynamics of the banking ecosystem in the near future.

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Capgemini reports on the major 2017 trends in the payments industry which revolve around three core areas of payment instruments, regulatory and industry initiatives, and key stakeholder strategies. Currently, the global payments industry is undergoing a paradigm shift with an influx of technology, demographic, and regulatory dynamics. While the customer facing part of the value chain continues to witness high levels of innovation, service providers are still grappling with back-end infrastructure enhancements. Trends such as new opportunities in the payments industry in terms of adoption of Open Application Programming Interfaces (APIs), growth in digital payments, innovation in cross-border payments, and challenges from the entry of alternative service providers are impacting the industry in terms of fostering competition, nurturing innovation, and enhancing process and system-related efficiencies.

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Although money is being poured into the online experience the physical retail store remains an important channel in the experience for customers. However, a disparity is emerging between the expectations customers have and the investment retailers are making. While retailers believe enough is being done to re-imagine the physical store experience, customers disagree. In this paper we explore the disparity and what to do about it.

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When we consider digital disruption many companies turn to technology (digital) to address the challenge. However, business model innovation is as important when it comes to responding to market disruption. Moreover, in the same way that we consider digital innovation to enable continuous evolution of available technologies, business model innovation should follow the same model. This interview with Serguei Netessine (Chaired Professor of Global Technology and Innovation at INSEAD) provides his perspectives on business model innovation in an age being disrupted by digital.

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In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.

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Over the past five years Nike has transformed from a sports equipment company to a digitally-led business that manages online communities, develops software and hardware, and collects and analysis vast amounts of data. This transformation journey has been achieved through an approach that has focused on the customer and connection, through digital, at it's core. This brief case study provides some details on how they achieved their digital transformation.

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Australian companies are consistently rated lower than the international benchmark for digital commerce. More concerning is that they face a double relational gap. Not only is the building of lasting customer relationships their weakest aspect, a large gap exists to the relational capability of international market leaders. The research found that; - Australian retailers are rushing too quickly to build Social features without putting Relational features in place first. - More investment is needed in Relational features so customers are treated like an individual rather than part of an anonymous mass. This will also allow retailers to take better advantage of investments already made in Social media and social features which has been a struggle for Australian retailers to date. The "Engagement" area is where the competition is being most strongly played internationally and where Australian companies need to invest as they risk rapidly losing their market to international retailers who can engage with customers better. Given the strength of international competitors in building relationships, there is a real risk that Australian retailers will not only lose customers, but that customers will be lost permanently. The longer the Relational Gap remains, the more consumers may switch to international retailers and the greater the cost to persuade them back. The sector needs to react now. Closing the gap will require improvements in omni-channel integration to foster execution, and the effective utilization of customer data to drive engagement. This report is from the Australian Digital Transformation Lab, a joint research program between Capgemini and the University of Sydney Business School.

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Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge. With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer. So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics. It includes a high level tool to assess your big data maturity.

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Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method. So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.

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The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled. Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet. Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills. In this Capgemini study the Digital Talent Gap is defined and the important questions answered; do organizations include digital skills as a key component in their workforce plans? Are HR departments equipped and skilled to bring innovative solutions to bridge the digital skills gap? How are the 'Digirati' developing digital skills?

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To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.

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Since opening its first location in 1971 the company has grown into one of the world's leading speciality food retailers and a brand recognised the world over. With 94% of all Facebook users either a Starbucks fan or are friends with one, 7 million active users of its mobile payment system, and financial benefits that reflect this, it is now considered a digital leader. However, it hash;t always been the case. In 2008 it faced real challenges with declining sales and a 50% drop in share price over two years. Starbucks’ recipe for success in Digital Transformation has been equal parts technology-savvy and committed leadership. Today, Starbucks continues to leverage these strengths to create value for customers and shareholders alike through digital. This paper describes, at a high level, what and how Starbucks has realised its Digital Advantage.

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Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet. This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.

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Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies. In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do. Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.

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There have been two big turning points in human history. The first was the industrial revolution, where machines replaced muscle power. The Second Machine Age is the time when machines are now able to take over a lot of cognitive tasks that humans can do. In this Capgemini interview with Erik Brynjolfsson and Andrew McAfee, authors of the recent book "The Second Machine Age" (www.secondmachineage.com), we get a summary view of what the 2nd Machine Age is, what it means for established companies, and how they should react. I throughly recommend reading this book. It's an excellent summary of the impact and importance of digital and why it's important for companies to do more.

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Digital Transformation Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation. Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?

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Digital Commerce is the Web 2.0 version of e-commerce and covers every aspect of how companies can engage with their customers through various digital channels, including social media and mobile. This report describes a framework to assess Digital Commerce and explores what this means for the Australian Retail industry. How do Bricks 'n' Clicks compare to pure online players? What is The Relational Gap? And , importantly, how can Australian retailers get value from Digital Commerce?

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