Digital Transformation in Denmark

28 Pages·2015·1.7 MB·English

Digital Transformation
in Denmark:
grabbing the bull
by the horns or
getting gored?
Katie Gove,
Managing Director, Trellis
July 2015
73%
18-29
50%
30-49
62%
59-64
47%
65+
OCCATURITI SUMQUAMUS
conessum corrore von
Digital transformation in Denmark
2
Table of conTenTs
Table of conTenTs 2
InTroducTIon 4
sTraTegy & Models 6
The ThreaT froM new busIness Models 8
new realITIes & consequences 10
The foundaTIon 12
where focus & budgeTs acTually are 14
organIzaTIons’ need for IT 16
MoTIvaTed To grow The busIness 17
geTTIng sTarTed 18
dIgITal Technology as a dIfferenTIaTor 19
daTa & sysTeMs 20
abIlITy & aMbITIons 22
MeasureMenTs 24
challenges 25
re-alIgnIng The organIzaTIon 26
conclusIon 28
3
InTroducTIon
Digital Transformation is the term used to in the digital age. This study shows that there
describe the profound process involved for is a considerable gap which has yet to be
a traditional bricks and mortar organization reconciled and that will, if not remedied,
to re-align its business to ensure success in inhibit future success.
the new digital environment.
It’s not hard to conclude that constraints
This study investigates the realities, oppor- in vision, strategy and implementation are
tunities, motivations and challenges involved acting as a giant foot on the brake pedal of
(cid:73)(cid:82)(cid:85)(cid:3)(cid:72)(cid:86)(cid:87)(cid:68)(cid:69)(cid:79)(cid:76)(cid:86)(cid:75)(cid:72)(cid:71)(cid:15)(cid:3)(cid:74)(cid:82)(cid:76)(cid:81)(cid:74)(cid:3)(cid:70)(cid:82)(cid:81)(cid:70)(cid:72)(cid:85)(cid:81)(cid:86)(cid:3)(cid:76)(cid:81)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:72)(cid:15)(cid:3) established Danish organizations’ growth
retail, energy/utilities and telecom to step motors.
up and engage in that transformation.
The picture that the data presents is of a
conservative and operational market acknow-
ledging the need for future market winners
to be bolder and more strategic. Yet, merely
acknowledging this and actually being able
(cid:87)(cid:82)(cid:3)(cid:71)(cid:82)(cid:3)(cid:86)(cid:82)(cid:80)(cid:72)(cid:87)(cid:75)(cid:76)(cid:81)(cid:74)(cid:3)(cid:68)(cid:69)(cid:82)(cid:88)(cid:87)(cid:3)(cid:76)(cid:87)(cid:3)(cid:68)(cid:85)(cid:72)(cid:3)(cid:87)(cid:90)(cid:82)(cid:3)(cid:89)(cid:72)(cid:85)(cid:92)(cid:3)(cid:71)(cid:76)(cid:815)(cid:72)-
rent things.
Methodology:
This analysis is based on quantitative
There is clearly an abundant amount of
and qualitative input from 75 senior
work in digital arenas that companies in
executives during the late spring of
this market have committed to for their
2015. Participation took place via a
organizations over the short to medium
survey and/or interview. The partici-
term. And while encouraging for the longer
(cid:83)(cid:68)(cid:81)(cid:87)(cid:86)(cid:3)(cid:70)(cid:82)(cid:80)(cid:72)(cid:3)(cid:73)(cid:85)(cid:82)(cid:80)(cid:3)(cid:85)(cid:72)(cid:87)(cid:68)(cid:76)(cid:79)(cid:15)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:72)(cid:15)(cid:3)(cid:72)(cid:81)(cid:72)(cid:85)(cid:74)(cid:92)(cid:18)
term success of these organizations, it’s
utility and telecom sectors. The pool
also equally clear that there is a growing
is evenly split between IT and business
tension between what has been required of
executives. The respondent pool
IT organizations up to now and what will be
represents medium to large sized
required in the future to secure success in
organizations in Denmark. All partici-
business.
pants’ participation is anonymous yet
(cid:76)(cid:81)(cid:71)(cid:88)(cid:86)(cid:87)(cid:85)(cid:92)(cid:3)(cid:76)(cid:71)(cid:72)(cid:81)(cid:87)(cid:76)(cid:816)(cid:72)(cid:85)(cid:86)(cid:3)(cid:68)(cid:85)(cid:72)(cid:3)(cid:82)(cid:70)(cid:70)(cid:68)(cid:86)(cid:76)(cid:82)(cid:81)(cid:68)(cid:79)(cid:79)(cid:92)(cid:3)
Service delivery and reliability are without a
used when quoting interviews. This
doubt the key goal for the majority of com-
research was carried out by Trellis on
panies in this market. Yet, agility and innova-
behalf of KMD and Tech Mahindra.
tion are non-negotiable criteria for success
4
Digital transformation in Denmark
5
sTraTegy
& Models
With 95.46 percent of the study’s respondents either (cid:60)(cid:72)(cid:87)(cid:15)(cid:3)(cid:87)(cid:75)(cid:72)(cid:85)(cid:72)(cid:3)(cid:68)(cid:85)(cid:72)(cid:3)(cid:81)(cid:82)(cid:87)(cid:68)(cid:69)(cid:79)(cid:72)(cid:3)(cid:71)(cid:76)(cid:815)(cid:72)(cid:85)(cid:72)(cid:81)(cid:70)(cid:72)(cid:86)(cid:3)(cid:68)(cid:80)(cid:82)(cid:81)(cid:74)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:89)(cid:68)(cid:85)(cid:76)(cid:82)(cid:88)(cid:86)(cid:3)
agreeing or completely agreeing with the statement (cid:76)(cid:81)(cid:71)(cid:88)(cid:86)(cid:87)(cid:85)(cid:76)(cid:72)(cid:86)(cid:17)(cid:3)(cid:58)(cid:75)(cid:76)(cid:79)(cid:72)(cid:3)(cid:26)(cid:22)(cid:8)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3)(cid:86)(cid:72)(cid:70)(cid:87)(cid:82)(cid:85)(cid:3)(cid:83)(cid:68)(cid:85)(cid:87)(cid:76)(cid:70)(cid:76)-
“Digital Transformation is a strategic priority for our pants and 67% of the telecoms sector participants
organization,” it’s unequivocally clear that Digital completely agree that Digital Transformation is a
Transformation is on the short list of strategic initia- strategic priority for the business, only 50% of energy/
(cid:87)(cid:76)(cid:89)(cid:72)(cid:86)(cid:3)(cid:68)(cid:87)(cid:3)(cid:82)(cid:85)(cid:74)(cid:68)(cid:81)(cid:76)(cid:93)(cid:68)(cid:87)(cid:76)(cid:82)(cid:81)(cid:86)(cid:3)(cid:76)(cid:81)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:39)(cid:68)(cid:81)(cid:76)(cid:86)(cid:75)(cid:3)(cid:80)(cid:68)(cid:85)(cid:78)(cid:72)(cid:87)(cid:3)(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:20)(cid:12)(cid:17) utility participants and a notable 27% of retail parti-
(cid:70)(cid:76)(cid:83)(cid:68)(cid:81)(cid:87)(cid:86)(cid:3)(cid:69)(cid:72)(cid:79)(cid:76)(cid:72)(cid:89)(cid:72)(cid:3)(cid:87)(cid:75)(cid:68)(cid:87)(cid:3)(cid:76)(cid:87)(cid:3)(cid:76)(cid:86)(cid:3)(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:21)(cid:12)(cid:17)
(cid:36)(cid:3)(cid:86)(cid:72)(cid:81)(cid:76)(cid:82)(cid:85)(cid:3)(cid:80)(cid:68)(cid:81)(cid:68)(cid:74)(cid:72)(cid:85)(cid:3)(cid:76)(cid:81)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3)(cid:86)(cid:72)(cid:85)(cid:89)(cid:76)(cid:70)(cid:72)(cid:86)(cid:3)(cid:76)(cid:81)(cid:71)(cid:88)(cid:86)(cid:87)(cid:85)(cid:92)(cid:3)
states, “It’s beyond clear that we need to not only
conduct business on digital platforms but that we
need to reorganize our business to take advantage
of the opportunities.”
“It’s beyond clear that we need to not only
conduct business on digital platforms but that
we need to reorganize our business to take
advantage of the opportunities.”
Senior Manager, Finance
6
From the retail sector, a respondent adds, “The key but that the business itself will remain fairly close to
here is disruptive solutions, that is, to do something what it now is.” More than a few in this study agree
(cid:87)(cid:75)(cid:68)(cid:87)(cid:3)(cid:71)(cid:76)(cid:815)(cid:72)(cid:85)(cid:72)(cid:81)(cid:87)(cid:76)(cid:68)(cid:87)(cid:72)(cid:86)(cid:3)(cid:88)(cid:86)(cid:17)(cid:3)(cid:3)(cid:44)(cid:81)(cid:3)(cid:82)(cid:88)(cid:85)(cid:3)(cid:69)(cid:88)(cid:86)(cid:76)(cid:81)(cid:72)(cid:86)(cid:86)(cid:15)(cid:3)(cid:76)(cid:87)(cid:3)(cid:76)(cid:86)(cid:3)(cid:68)(cid:70)(cid:87)(cid:88)(cid:68)(cid:79)(cid:79)(cid:92)(cid:3) with him.
(cid:75)(cid:68)(cid:85)(cid:71)(cid:3)(cid:87)(cid:82)(cid:3)(cid:816)(cid:81)(cid:71)(cid:3)(cid:90)(cid:68)(cid:92)(cid:86)(cid:3)(cid:87)(cid:82)(cid:3)(cid:71)(cid:76)(cid:815)(cid:72)(cid:85)(cid:72)(cid:81)(cid:87)(cid:76)(cid:68)(cid:87)(cid:72)(cid:3)(cid:82)(cid:88)(cid:85)(cid:3)(cid:69)(cid:88)(cid:86)(cid:76)(cid:81)(cid:72)(cid:86)(cid:86)(cid:3)(cid:73)(cid:85)(cid:82)(cid:80)(cid:3)
the competition. We are, more or less, alike. Digital “The closer a company’s market is to the consumer
(cid:87)(cid:72)(cid:70)(cid:75)(cid:81)(cid:82)(cid:79)(cid:82)(cid:74)(cid:92)(cid:3)(cid:70)(cid:68)(cid:81)(cid:3)(cid:75)(cid:72)(cid:79)(cid:83)(cid:3)(cid:88)(cid:86)(cid:3)(cid:87)(cid:82)(cid:3)(cid:70)(cid:85)(cid:72)(cid:68)(cid:87)(cid:72)(cid:3)(cid:68)(cid:3)(cid:71)(cid:76)(cid:815)(cid:72)(cid:85)(cid:72)(cid:81)(cid:87)(cid:3)(cid:78)(cid:76)(cid:81)(cid:71)(cid:3)(cid:82)(cid:73)(cid:3) market, particularly the younger consumer market,
experience with our customers and this will help us the more they have to adapt their business models.
to succeed on the market.” Those of us in a B2B market or serving older cust-
omers aren’t feeling the same pressure,” notes a
When asked if top leadership is strategically com- senior manager for a large pension management
mitted to Digital Transformation as a core part of company.
the business model, again the pool responds with
(cid:82)(cid:89)(cid:72)(cid:85)(cid:90)(cid:75)(cid:72)(cid:79)(cid:80)(cid:76)(cid:81)(cid:74)(cid:3)(cid:68)(cid:74)(cid:85)(cid:72)(cid:72)(cid:80)(cid:72)(cid:81)(cid:87)(cid:3)(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:22)(cid:12)(cid:17)(cid:3)
Tech Mahindra: Our take on it
“The business environment is forcing a change
to which all organizations will need to react.
There is a Darwinian dynamic at work here.
It’s not the strongest or the most intelligent
that will survive. It’s the most adaptable that
will. This will radically change the business
landscape.”
Dr. Rishi Bhatnagar, Global Head,
Digital Enterprise Services, Tech Mahindra
Yet, it’s relevant to note that the number of respon-
dents indicating complete agreement to the question
about strategic priority for the organization is 60.61%
whereas the number of respondents indicating
complete agreement about top leadership commit-
ment to the concept is 37.88%; Also, the percent
of respondents disagreeing with the statements
doubles from 4.55% to 9.09%. So, while the pool
indicates clear overall leadership interest, the data
(cid:86)(cid:75)(cid:82)(cid:90)(cid:86)(cid:3)(cid:68)(cid:3)(cid:81)(cid:82)(cid:87)(cid:68)(cid:69)(cid:79)(cid:72)(cid:3)(cid:86)(cid:82)(cid:595)(cid:72)(cid:81)(cid:76)(cid:81)(cid:74)(cid:3)(cid:90)(cid:76)(cid:87)(cid:75)(cid:3)(cid:85)(cid:72)(cid:74)(cid:68)(cid:85)(cid:71)(cid:86)(cid:3)(cid:87)(cid:82)(cid:3)(cid:68)(cid:3)(cid:75)(cid:76)(cid:74)(cid:75)(cid:3)
level of commitment of leadership at their own
organizations.
Registering the highest disagreement among the
industries, the energy/utility group comes in with
17%. Interpreting these results, a senior manager
from the energy sector remarks, “It’s one thing to
say that everyone needs to be digital. It’s another
thing to say that our core business model needs to
(cid:85)(cid:72)(cid:817)(cid:72)(cid:70)(cid:87)(cid:3)(cid:87)(cid:75)(cid:68)(cid:87)(cid:17)(cid:3)(cid:3)(cid:44)(cid:3)(cid:87)(cid:75)(cid:76)(cid:81)(cid:78)(cid:3)(cid:87)(cid:75)(cid:68)(cid:87)(cid:3)(cid:68)(cid:3)(cid:79)(cid:82)(cid:87)(cid:3)(cid:82)(cid:73)(cid:3)(cid:83)(cid:72)(cid:82)(cid:83)(cid:79)(cid:72)(cid:3)(cid:76)(cid:81)(cid:3)(cid:80)(cid:92)(cid:3)
business believe that we just need to take our
bricks and mortar business onto digital platforms
7
The ThreaT froM new
busIness Models
The issue of business models takes on further context (cid:41)(cid:85)(cid:82)(cid:80)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3)(cid:86)(cid:72)(cid:70)(cid:87)(cid:82)(cid:85)(cid:15)(cid:3)(cid:82)(cid:81)(cid:72)(cid:3)(cid:85)(cid:72)(cid:86)(cid:83)(cid:82)(cid:81)(cid:71)(cid:72)(cid:81)(cid:87)(cid:3)(cid:81)(cid:82)(cid:87)(cid:72)(cid:86)(cid:15)(cid:3)(cid:517)(cid:44)(cid:87)(cid:3)
when the respondents indicate the degree to which depends on where in the sector you are. Banking
their business is or isn’t threatened by new business is threatened by payment platforms but pensions
models enabled by Digital Transformation, e.g. Uber, are regulated by law and this creates barriers to entry
AirBnB, Amazon, Alibaba, nemlig.com, Facebook from new models. Insurance could, in theory, be
and so forth. sold entirely on-line and in selected verticals but
then the whole point of spreading risk out in a varied
Only 3.03% of the pool, representing only a few pool can’t be achieved.” Another participant from
(cid:85)(cid:72)(cid:86)(cid:83)(cid:82)(cid:81)(cid:71)(cid:72)(cid:81)(cid:87)(cid:86)(cid:3)(cid:73)(cid:85)(cid:82)(cid:80)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:72)(cid:3)(cid:86)(cid:72)(cid:70)(cid:87)(cid:82)(cid:85)(cid:15)(cid:3)(cid:85)(cid:72)(cid:86)(cid:83)(cid:82)(cid:81)(cid:71)(cid:86)(cid:3) the insurance sector elaborates, “We are very vulne-
“completely” while 12.12% responds “to a large rable in the low-complexity, consumer-oriented areas.
degree.” 28.79% indicate that they feel a moderate But, we are not really threatened in the high-com-
threat. Yet 50% of the pool say that the threat is plexity areas as there is just so much customization.”
barely there or not present at all. Among the energy/
utility sector, 67% report the threat is “barely” or “We are very vulnerable in the low-complexity,
“not at all,” the highest for any of the industries consumer-oriented areas. But, we are not really
(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:23)(cid:12)(cid:17) threatened in the high-complexity areas.”
Senior Manager, Finance
The energy and utility industry participants also raise
(cid:87)(cid:75)(cid:72)(cid:3)(cid:76)(cid:86)(cid:86)(cid:88)(cid:72)(cid:3)(cid:82)(cid:73)(cid:3)(cid:89)(cid:68)(cid:85)(cid:92)(cid:76)(cid:81)(cid:74)(cid:3)(cid:71)(cid:72)(cid:74)(cid:85)(cid:72)(cid:72)(cid:86)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:85)(cid:72)(cid:68)(cid:87)(cid:17)(cid:3)(cid:3)(cid:36)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:72)(cid:3)
director notes, “In gas and electricity, this is a critical
development area. But some sectors just don’t
experience the same kind of competition. For
instance, waste water and district heating will never
be consumer markets so they aren’t experiencing
the same pressure.” However, he goes on to point
“Five years ago, I would have said that we were more out that, “this doesn’t mean that these sectors get
threatened than I currently feel we are,” comments to ignore this. Organizations’ reputations are on
a senior manager from the retail industry focused the line even in less competitive sectors. No one is
on the grocery sector.” He goes on to say, “Everyone completely immune.”
was supposed to have preferred the convenience
of online shopping and straight-to-home delivery. “Wow! People must be blind.
Yet, that hasn’t happened in our market. I think we The world can change totally. I don’t expect our
underestimated the degree to which culture and business to look the same in 10 years.”
physical presence impact our behaviors.” Another Senior Manager, Energy/Utility
participant from the same industry adds, “Selling
things on-line doesn’t mean that everything sud- Another participant from the energy and utility
denly is digital. There are a lot of manual processes industry goes even further by stating, “Wow! People
and people behind all of this.” must be blind. The world can change totally. I don’t
8
expect our business to look the same in 10 years.”
A senior executive from telecommunications mu- KMD: Our take on it
ses, “Danes are working and traveling globally and “Digital Transformation will impact all industries.
see the changes in their other markets. This data It’s a question of timing when that impact hits
makes me think that they think the Danish market each depending upon whether the industry is
is somehow protected from those trends.” consumer or enterprise focused, but it’s
unavoidable. In fact, it should be encouraged.
Mastering this will enable greater access to
customers, better service experiences,
(cid:76)(cid:81)(cid:70)(cid:85)(cid:72)(cid:68)(cid:86)(cid:72)(cid:71)(cid:3)(cid:72)(cid:818)(cid:70)(cid:76)(cid:72)(cid:81)(cid:70)(cid:92)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:68)(cid:3)(cid:75)(cid:76)(cid:74)(cid:75)(cid:72)(cid:85)(cid:3)(cid:71)(cid:72)(cid:74)(cid:85)(cid:72)(cid:72)(cid:3)(cid:82)(cid:73)(cid:3)
automation which will free up critical resources
for business innovation.”
Finn Rosenberg Rasmussen, VP,
Managed Services & Transformation
9
new realITIes
& consequences
Putting the business model issue aside however, what we can have. It’s not really a market-driven
the respondents overwhelmingly identify Digital dynamic.”
Transformation as “a strategic initiative lead by our
business and in partnership with IT and necessary The consequences of not addressing the challenges
(cid:73)(cid:82)(cid:85)(cid:3)(cid:73)(cid:88)(cid:87)(cid:88)(cid:85)(cid:72)(cid:3)(cid:74)(cid:85)(cid:82)(cid:90)(cid:87)(cid:75)(cid:17)(cid:518)(cid:3)(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:24)(cid:12)(cid:3)(cid:3) and opportunities of Digital Transformation are
(cid:68)(cid:69)(cid:88)(cid:81)(cid:71)(cid:68)(cid:81)(cid:87)(cid:79)(cid:92)(cid:3)(cid:70)(cid:79)(cid:72)(cid:68)(cid:85)(cid:3)(cid:87)(cid:82)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:86)(cid:87)(cid:88)(cid:71)(cid:92)(cid:515)(cid:86)(cid:3)(cid:83)(cid:68)(cid:85)(cid:87)(cid:76)(cid:70)(cid:76)(cid:83)(cid:68)(cid:81)(cid:87)(cid:86)(cid:3)(cid:11)(cid:816)(cid:74)(cid:88)(cid:85)(cid:72)(cid:3)(cid:25)(cid:12)(cid:17)(cid:3)
15.15% say that the consequences are “profound:
We either do this or we go out of business.” 63.64%
say that the consequences are “important: Not
(cid:71)(cid:82)(cid:76)(cid:81)(cid:74)(cid:3)(cid:87)(cid:75)(cid:76)(cid:86)(cid:3)(cid:80)(cid:72)(cid:68)(cid:81)(cid:86)(cid:3)(cid:87)(cid:75)(cid:68)(cid:87)(cid:3)(cid:90)(cid:72)(cid:3)(cid:90)(cid:76)(cid:79)(cid:79)(cid:3)(cid:86)(cid:68)(cid:70)(cid:85)(cid:76)(cid:816)(cid:70)(cid:72)(cid:3)(cid:68)(cid:3)(cid:74)(cid:82)(cid:82)(cid:71)(cid:3)(cid:70)(cid:75)(cid:88)(cid:81)(cid:78)(cid:3)
of future business.”
(cid:41)(cid:85)(cid:82)(cid:80)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3)(cid:76)(cid:81)(cid:71)(cid:88)(cid:86)(cid:87)(cid:85)(cid:92)(cid:15)(cid:3)(cid:68)(cid:3)(cid:83)(cid:68)(cid:85)(cid:87)(cid:76)(cid:70)(cid:76)(cid:83)(cid:68)(cid:81)(cid:87)(cid:3)(cid:86)(cid:87)(cid:68)(cid:87)(cid:72)(cid:86)(cid:15)(cid:3)
“there is no question that this is a critical strategic
initiative. We are moving so much of our business
on-line. Customers need to be able to serve them-
selves as much as possible. We are planning on the
customer stepping in to do a lot more. We will have Equally illuminating is that not a single respondent
70% fewer front-line customer representatives in says that the consequences of not enabling Digital
the near future. This is a huge cost savings.” Transformation are non-existent.
“We are planning on the customer stepping “It’s not a point of discussion whether to do this
in to do a lot more. We will have 70% fewer at my organization,” comments a senior manager
front-line customer representatives in the near (cid:73)(cid:85)(cid:82)(cid:80)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3)(cid:86)(cid:72)(cid:70)(cid:87)(cid:82)(cid:85)(cid:17)(cid:3)(cid:517)(cid:55)(cid:75)(cid:68)(cid:87)(cid:3)(cid:71)(cid:72)(cid:70)(cid:76)(cid:86)(cid:76)(cid:82)(cid:81)(cid:3)(cid:75)(cid:68)(cid:86)(cid:3)(cid:69)(cid:72)(cid:72)(cid:81)(cid:3)
future. This is a huge cost savings.” made and it’s a really big deal. Top management is
Senior Manager, Finance deeply involved and they have made it clear to all
of us in the organization that we have to succeed
“For us, this is all about being able to deliver the at Digital Transformation in order to deliver future
best services possible to our customers. We are business success.”
sure that being able to do that will help us to grow
the business in the future,” comments a senior 63.64% say that the consequences of Digital
business development manager. Yet a note of Transformation are important and that not doing
(cid:70)(cid:68)(cid:88)(cid:87)(cid:76)(cid:82)(cid:81)(cid:3)(cid:70)(cid:82)(cid:80)(cid:72)(cid:86)(cid:3)(cid:73)(cid:85)(cid:82)(cid:80)(cid:3)(cid:82)(cid:81)(cid:72)(cid:3)(cid:85)(cid:72)(cid:86)(cid:83)(cid:82)(cid:81)(cid:71)(cid:72)(cid:81)(cid:87)(cid:3)(cid:76)(cid:81)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:816)(cid:81)(cid:68)(cid:81)(cid:70)(cid:76)(cid:68)(cid:79)(cid:3) (cid:87)(cid:75)(cid:76)(cid:86)(cid:3)(cid:80)(cid:72)(cid:68)(cid:81)(cid:86)(cid:3)(cid:87)(cid:75)(cid:68)(cid:87)(cid:3)(cid:87)(cid:75)(cid:72)(cid:92)(cid:3)(cid:90)(cid:76)(cid:79)(cid:79)(cid:3)(cid:86)(cid:68)(cid:70)(cid:85)(cid:76)(cid:816)(cid:70)(cid:72)(cid:3)(cid:68)(cid:3)(cid:74)(cid:82)(cid:82)(cid:71)(cid:3)(cid:70)(cid:75)(cid:88)(cid:81)(cid:78)(cid:3)(cid:82)(cid:73)(cid:3)
sector: “My organization sees everything as an IT future business.
issue. We are so IT-driven. IT sets goals and tells us
10