2. Transformación Digital
“La transformación digital es un viaje de cambio
organizativo para adoptar las tecnologías digitales y los
modelos de negocio para mejorar el rendimiento.”
“Implica poner en tela de juicio los supuestos que han
respaldado el éxito actual, y estresar las maneras en que
las compañías entregan su valor a sus clientes.”
Global Center for Digital Business Transformation
3. Nuevos negocios
(necesidades) que no
existirían sin las nuevas
tecnologías
Nuevo
¿Hasta Dónde?
Mejora mediante la
tecnología de: Coste,
Plataforma o Experiencia
Disruptivo
Acomodación al nuevo
entorno con pequeños
cambios tecnológicos
Adaptado
Fuente: Mark-tech-Ing. Harvard Deusto. Vivancos, Martín / Rosés, Lluis
4. • Desde el 2000 el 52%de las compañías Fortune 500 han
dejado de existir, han sido compradas o se han declarado en
bancarrota. (CGC)
• 4 de cada 10 compañías que dominan un mercado
serán desplazadas por la disrupción digital.
(IMD/Cisco)
Fuente: Accenture /
World Economic Forum 2016
¿Por qué ? Contexto
5.
6. "En su apogeo Kodak empleaba +140.000
personas y un valor de 28 billones de $.
Incluso inventó la primera cámara digital.
Hoy Kodak está en quiebra
¿PORQUÉ?
La nueva cara de la fotografía digital es
Instagram.
Cuando Instagram se vendió a Facebook por 1
billón de $ empleaba sólo 13 personas. "
8. Identificar, desarrollar
y lanzar nuevos
modelos de negocio
Poner en marcha una
estrategia de Inter-
emprendeduría
Revisar el modelo de
Operaciones
Incorporar el Big Data
en la BI
Securizar los entornos
corporativos
Incrementar el nivel
de habilidades
digitales de tus
equipos
Automatizar la fuerza
de trabajo e
incorporar flexibilidad
on-demand
Establecer
indicadores y
métricas del
rendimiento digital
Convencer a
inversores y
organización del
camino emprendido
Fuente: Accenture /
World Economic Forum 2016
¿QUÉ TRANSFORMAMOS?
9.
10. Instituto Global McKenzie
2030
+50% de las profesiones
actuales desaparecerán
otras muchas serán
modificadas por la
incorporación de los
robots y la inteligencia
artificial
13. Rosa García, presidenta de Siemens en España,
apunta en la necesidad de crear un ecosistema
digital apoyado en dos factores fundamentales,
la formación y el fomento de la
capacitación, así como el desarrollo del
venture capital, para promover la creación de
nuevos negocios y empresas digitales.
18. El modelo identifica 6familias de
habilidades
Cada familia contiene más de 5
habilidades que a su vez son
entrenables
El modelo se acompaña de 2
competencias transversales
Familia de Habilidades
19. 4 ámbitos que van desde el
círculo más cercano, de
influencia (persona) hasta el
ámbito de todos los elementos
externos a la organización
(entorno).
Ámbito aplicación
28. Los directivos dicen que saben pero no hacen
Lo que hacen no lo aplican
en la estrategia corporativa
“
“
Algunas conclusiones Madurez Digital Directiva
30. Los directivos dicen que saben pero no hacen
Lo que hacen no lo aplican
en la estrategia corporativa
Las organizaciones suspenden en Orientación al
Cliente
“
“
“
Algunas conclusiones Madurez Digital Directiva
31. Alvin Toffler
Digital Skills
“ Los analfabetos del siglo XXI
no serán aquellos que no sepan
leer o escribir, sino aquellos que
no puedan aprender,
desaprender y reaprender ”
Identify, develop and launch new, digital business models.
– To what extent have you enhanced your strategic toolkit? Do you have build, buy, partner, invest and
incubate/accelerate as possible strategic choices?
– Is your corporate development approval cycle sufficiently agile? Should you move to a weekly or biweekly cycle similar to early-stage investors? Do you emphasize decisions informed by solid analytics?
Set up a successful corporate venturing business.
– Do you feel secure in sensing and anticipating digital disruption? Do you need to create or bolster corporate
venturing capabilities?
– For existing corporate venture capital arms, is it bringing scale and protection to the existing business? Has the culture of the digital native continued to bring innovation in combination with the scale of the existing business?
Re-examine every aspect of operations.
– Is digital explicitly integrated into strategic plans in and across business functions?
– How are you empowering employees through digital channels to enable faster decision making and encourage greater agility within your organization?
– To what extent have you adjusted your operating model toward a multi-speed operating model on the one hand to keep pace with breakthrough innovation coming from new business models, and on the other hand supporting your day-to-day steady-state activities?
– Does your operating model flexibly support ecosystem partnerships, be it by creating an own platform versus ‘plugging in’ to others?
Understand and leverage data.
– How much of your revenue is coming from new sources of digital business? Is the growth rate at par with or
higher than digital competitors?
– Does your company leverage analytics around customer data, operational data, fraud analytics and compliance?
– Do you benefit from data to launch new business and revenue models to mitigate erosion in the core business?
Consider increasing your investments in security.
– Is investment in security an important board-level issue? Have you increased your investments in security – is
your budget at 0.3% of revenues or at 3%?
– What is the worst case scenario for a security breach? Do you have a clear emergency drill tested? Should you incentivize friendly hackers with a bounty for breaking in?
Build a high-quotient digital workforce.
– Do you have a digitally literate leadership team? To what extent is it multigenerational, diverse and with sufficient
expertise in business and technology topics?
– Have you established appropriate training schemes to overcome the digital skills gap and reskill your existing employees?
– Are your internal policies up-to-date to allow collaboration and knowledge sharing using social media tools?
– To what extent can your corporate culture cope with constant change and is it considered attractive for millennials? Is the cultural transformation visible at every level of your organization and driven by the CEO and leadership team?
Integrate automation and on-demand workers into the workforce.
– Is your existing workforce demonstrably improving productivity and quality? Are you efficiently leveraging an on-
demand workforce and automation?
– Have you identified areas in your business where automation is most relevant? Have you assessed the likely impact of robots and artificial intelligence on the traditional workforce?
– Have you developed strategies and frameworks that take into account all the functions and tasks in your enterprise where you can leverage and benefit from the on-demand workforce?
Establish the right digital traction metrics.
– Have you established the right behavioral KPIs to measure the traction of your digital business models (e.g., user
engagement) or do you solely rely on financial metrics?
– To what extent are capabilities and mechanisms to track metrics in real-time in place and do you take the appropriate decisions and initiatives to benefit from the insights you gathered?
Convince your investors about your digital transformation journey.Which steps have been taken to convince your investors about your digital vision and the long-term value-creation
impact (top and bottom line) of your digital transformation journey?
Leaders across all industries are writing the next chapter of the digital economy. It is time to either become part of the story or just another footnote in the history of disruption.