IDC Names the 13 Outstanding Digital Leading Organizations in Asia Pacific at the Regional IDC Digital Transformation Awards 2018
OVO wins “Asia/Pacific Digital Trailblazer and Digital Disruptor of the Year” while Mitr Phol Group and South China Morning Post won “Asia/Pacific Digital Transformer of the Year.”
SINGAPORE, October 26th, 2018 – IDC Asia/Pacific unveiled the regional winners of the IDC Digital Transformation Awards (DXa) 2018 at IDC’s Digital Transformation Summit held yesterday at JW Marriott Hotel Singapore. A total of 13 winners were hailed as best of the best coming from over 600 project nominations across the region. Indonesia’s OVO won the overall distinction of “Asia/Pacific Digital Trailblazer” as well as “Asia/Pacific Digital Disruptor of the Year” tied with China’s WeDoctor. Mitr Phol Group (Thailand) and South China Morning Post (Hong Kong) were tied for “Asia/Pacific Digital Transformer of the Year.”
Other big regional winners include Baheal Pharmaceutical Group; Gammon Construction Limited; Hyundai Motor Group; KPJ Healthcare Berhad; Lane Crawford; National Information Resource Service; PhilhealthCare, Inc.; United Overseas Bank; and TutorABC, winning in the Asia/Pacific award categories of Operating Model Master, Talent Accelerator, DX Leader, Omni-experience Innovator, and Information Visionary of the Year.
IDC DXa showcases the exceptional achievements of organizations that have significantly disrupted or made critical breakthroughs in their various industries through digital transformation (DX) efforts. This year’s awards attracted a record high of 680 nominations, a three-fold increase from the first edition in 2017.
“The winners tonight represent the multiplied potential of DX across organizations from multiple sectors. According to our latest estimates, IDC expects the overall investments on DX technologies in the region to reach US$ 386 billion this year. As we move towards the digitalized economy, it is exciting to see so many digitally determined organizations exhibiting great transformation capabilities and digital mastery to thrive in this new digital era,” says Sandra Ng, Group Vice President for ICT Practice at IDC Asia/Pacific.
Presenting the Singapore, ANZ and Regional winners of IDC DXA 2018 (from left to right in no order of preference): Eva Au, Managing Director of IDC Asia/Pacific; National Library Board of Singapore; SP Digital; JTC; Immigration and Checkpoints Authority of Singapore; Auckland Transport; Lane Crawford; OVO; Brisbane Marketing; TutorABC; UOB; Dishthefish; KPJ Healthcare Berhad; Meredith Whalen, SVP of IT Executive, Software, Services and Industry Research; Mitr Phol; Richard Lowe of UOB; Sandra Ng, GVP of ICT Practice, IDC Asia/Pacific.
These are the Asia/Pacific winners of the 2018 IDC DX Awards, and the outstanding DX initiatives that distinguished them:
• OVO wins Asia/Pacific Digital Trailblazer of the Year and Digital Disruptor of the Year (tied with WeDoctor) for OVO Analytics: OVO provides highly personalized offers and services through a big data analytics platform that integrates information from organizations under the Lippo Group. These offers, and services span across food and beverage, travel, and retail. As part of the OVO ecosystem, organizations under the Lippo Group use real-time insights to improve customer experience and generate new revenue streams for the conglomerate.
“We are honored to be recognized for this prestigious award. Our focus from the beginning was to reinvent the traditional practices of our partners to be digitally determined. By creating multiple analytic products utilizing the rich data from different industries, we have managed to aid them in realizing the inherent value in data,” says Vira Shanty, Chief Data Officer of OVO.
• South China Morning Post’s Digitalizing SCMP named Asia/Pacific Digital Transformer of the Year (tied with Mitr Phol): With the rise of digital media and decline of the traditional newspaper, SCMP has turned to digital technologies to transform user experiences across digital marketing channels and geographies while ensuring security, reliability, and accessibility across multiple devices. New media consumption patterns, including “off-platform” content such as instant articles on social media, have prompted SCMP to begin its transformation using a cloud-based multi-channel content management system to facilitate content authoring and publishing through different channels, including web and mobile devices. In delivering news ahead of the competition, SCMP has captured a wider audience, tripling its readership since. To respond to the disruption of the media industry’s traditional business model, SCMP has also begun to utilize advanced analytics to deepen its understanding of its readers, not just to grow reach and engagement through personalized content and targeted advertising, but also to generate insights for better-informed operational decisions and new, organization-wide KPIs for SCMP and drive business growth in the region and around the world.
• Mitr Phol Group named as Asia/Pacific Digital Transformer of the Year (tied with South China Morning Post) for its Business Revamping Through Digital Transformation initiative: To become a world-class sugar and bio-energy leader, the Mitr Phol Group began its digital transformation journey in September 2015 by combining its fully integrated agriculture business model with digital technologies. In line with Thailand's 4.0 initiative, the Mitr Phol Group defined a World-Class Organization policy to guide the organization in achieving business transformation in a digital world, which includes the right talent management and technology implementation strategies. Through design thinking, the Mitr Phol Group developed a framework to redefine its business processes. Digital technologies such as mobile devices, cloud, big data analytics, automation, and IoT sensors have been introduced in three main areas: supply chain management, plant maintenance, and inventory management, covering 33 plants across 18 companies within the Mitr Phol Group. Through digital transformation, the Mitr Phol Group has achieved THB 12 million in inventory cost savings, a system changing-over cost reduction of 84%, and increased customer satisfaction of 90%.
• WeDoctor named Asia/Pacific Digital Disruptor of the Year (tied with OVO): WeDoctor HuaTuo Intelligent Doctor is a cloud-based diagnosis and treatment system for traditional Chinese medicine treatment. It is built upon the experiences of reputable TCM doctors and their prescriptions within a data analytics and AI engine to supplement regional TCM diagnostic and prescription process. It operates as a platform for TCM doctors and institutes to connect, exchange knowledge, and more importantly scale up the availability of TCM to their patients.
• Fu Gang of Baheal Pharmaceutical Group named Asia/Pacific DX Leader of the Year (tied with KPJ Healthcare Berhad and National Information Resource Service): Under the leadership of Fu Gang, Chairman of the Board of Directors, the Baheal Pharmaceutical Group has embarked on its Digital Transformation journey and is determined to lead in the intelligent healthcare and services domain. The operational transformation of Baheal pharmacies and the release of Baheal's Ming Jing Marketing Cloud exemplify the level of success of the Group's transformation journey at incorporating latest technology and driving new business models and channels.
• KPJ Healthcare Berhad’s Managing Director and President, Dato’ Amiruddin Abdul Satar named as Asia/Pacific DX Leader of The Year (tied with Baheal Pharmaceutical Group and National Information Resource Service): As the President and Managing Director of KPJ Healthcare Berhad, one of Malaysia's private leading healthcare providers, Dato' Amiruddin Abdul Satar has played a vital role in leading the adoption of digital technologies in the organization and in the healthcare industry. His earliest projects involved moving the entire Group to adopt KPJ Cloud, which has reached 18 hospitals today, as well as the reengineering and redevelopment of core applications including organization-wide use of Electronic Medical Records and Cloud ERP. His latest initiative is the use of artificial intelligence in cancer research and treatment in five KPJ hospitals, being the first in the country to utilize this technology. By initiating leadership transformation in the Group through training in advanced programs to cater to innovation and transformation, Dato' Amiruddin Abdul Satar ensures that KPJ Healthcare Berhad remains a leader in digital adoption in the healthcare industry.
• Myung Hee Kim of National Information Resources Service (NIRS)’s Promotion of Digital Transformation Strategy and Enablement of an Intelligent Cloud Computing Center also named as Asia/Pacific DX Leader of the Year (tied with KPJ Healthcare Berhad and Baheal Pharmaceutical Group): The leadership team at National Information Resources Service is leading an organization-wide movement to transform to the most competitive cloud data center in the public arena. Under the leadership of Director Myung Hee Kim, NIRS is successfully adopting enabling technologies such as IoT, mobile and media data through organisation-wide projects such as G-cloud expansion, AI-based cyber breach response system, and government big data platform (called ‘Hyean’). NIRS has successfully migrated 753 of 1,233 tasks to the cloud and reduced operational costs by 30%. Their AI-based security system will expand its scope of coverage to more than 80% of their total data. Finally, users of “Hyean’ significantly increased from 2,000 at the end of 2016 to 100,000 in early 2018, contributing to the expansion of big data usage in the public sector. Under Kim’s leadership, NIRS is currently transforming into an intelligent cloud computing center, and many other government agencies or related organizations in Korea as well as government institutions from other countries are visiting NIRS to learn about their digital transformation journey.
• PhilhealthCare, Inc. named Asia/Pacific Omni-experience Innovator of the Year for HeyPhil App: PhilhealthCare, Inc. (PhilCare) developed HeyPhil, a mobile application utilizing Artificial Intelligence technology, to assist ailing members who need immediate assistance to skip the usual long queues and slow turnaround time to acquire the Letter of Authorization (LOA) forms often required to consult with a medical professional. A first in the local HMO industry, PhilCare has incorporated Artificial Intelligence with the function of a virtual agent to help obtain information using natural language processing. Through the HeyPhil App, members can generate the LOA at their own convenience and avail of medical services directly without queuing at a hospital or clinic concierge. From the usual average handling time of six minutes at a medical partner or via the contact center and 30 minutes queuing at a hospital concierge, members can now get their own forms in less than two minutes. HeyPhil also provides the nearest physician, hospital, or clinic based on patient symptoms and location. Aside from LOA generation for consultations and laboratory procedures, members may also validate their eligibility and standard medical benefits. Finally, the app features a PhilCare Digi-Card, BMI and calorie calculators, medical health bulletins, and offers digital consultation with an online doctor.
• Lane Crawford’s Digital Blueprint named as Asia/Pacific Talent Accelerator of the Year: Lane Crawford is increasing its commitment to formal internal Learning & Development, particularly around training on data analytics and digital software, which was two of the most requested areas by employees. It has also embarked on a massive internal cultural transformation initiative to actively promote learning and collaboration, as well as setting up the Innovation Team to use “test & learn” and agile methodologies to better engage and motivate employees. Furthermore, progressive and experimental programmes are being used as ecosystems for sourcing and nurturing external specialist talent – the Creative Callout for emerging designers; and “The Cage”, an accelerator for retail technology start-ups. The intent is to create unique business advantages – ultimately to offer Lane Crawford’s customers access to newness and innovative shopping experiences.
• United Overseas Bank’s Enterprise Data Architecture & Governance (EDAG) wins Asia/Pacific Information Visionary of the Year (tied with TutorABC): United Overseas Bank (UOB) uses technology to have a richer understanding of its customers’ preferences and to make their banking experience simple, safer and reliable. It also harnesses emerging technologies such as Artificial Intelligence (AI) to enhance its operational performance. The bank also continually develops its AI and Machine Learning capabilities to meet the various needs of its businesses. UOB has worked with a Hadoop to develop a big data solution that would enable various functions in the bank to have quick access to relevant and quality data for analyses. These functions, such as compliance and retail banking, are then able to draw on the insights generated to optimize their business processes and to design distinctive customer experiences.
• TutorABC named Asia/Pacific Information Visionary of the Year (tied with United Overseas Bank): TutorABC develops Dynamic Course Generation System (DCGS) by leveraging cloud, big data and analytics, and artificial intelligence as the new technologies to enhance learning effectiveness. The operational principle of DCGS is recommending the most suitable textbooks and teachers based on learner’s interest, careers, learning preference, and analyzing the learner’s learning status and after–learning assessments via artificial intelligence for continuous learning optimization. In other words, TutorABC can modify one’s way of teaching to suit the special requirements of each class or case through DCGS based on Cloud, BDA and AI technologies, which is the reason why TutorABC won the distinction as Asia/Pacific’s Information Visionary of the Year.
• Gammon Construction Limited named as Asia/Pacific Operating Model Master of the Year for Gambot (tied with Hyundai Motor Group). Launched in 2017, Gambot is the first AI robot in Gammon. It is a virtual assistant supporting frontline staff for capturing site activities and automating routine processes. Gambot incorporates AI technologies to analyze captured data and facilitate decision making, such as safety and productivity monitoring, as well as program planning along with effective project management. To transform Gambot into a platform which enables all users’ cooperation, Gambot integrates instant messaging as its conversation interface. With the widespread adoption of Gambot, the improvement in safety culture has been observed in the Gammon. To date, over 70% of its staff are using it which led to over 10,000% increase in the number of safety submissions, which showcases a stronger safe awareness. Gammon is one of the leading contractors in Hong Kong and has pioneered the use of AI in real project-based context.
• Hyundai Motor Group named as Asia/Pacific Operating Model Master of the Year for Smart Tag-based Smart Factory (tied with Gammon Construction Limited): Hyundai Motor Group developed a smart tag system as the first of a series of smart factory projects enabling real-time wireless control of the car manufacturing process. Data collected and connected from the system is analyzed and feedback provided in real-time through big data analytics and AI. Successfully piloted at the group’s manufacturing factories in Korea, this new technology eliminates the need to manually check car types and specifications on the assembly line. With plans to adopt the system at 34 factories around the world, Hyundai Motor Group’s new development is a large step forward to a fully smart production line, cutting expenses on manufacturing equipment and lowering defect rates on multi-model production lines.
IDC’s DX Awards (DXa) follows a two-phased approach to determine the country and regional winners. Each nomination is evaluated by a local and regional IDC analyst against a standard assessment framework based on IDC’s DX taxonomy. All country winners will qualify for the regional competition, which will be decided by a regional panel of judges comprised of IDC Worldwide analysts, industry thought leaders, and academia.
IDC Reaches Over 600 Asia Pacific Nominations for IDC Digital Transformation Awards 2018
IDC DXa regional winners will be announced at the Second IDC Digital Summit on 24th -25th October 2018
IDC Asia Pacific announced today that the number of nominations for its IDC Digital Transformation Awards 2018 (IDC DXa) has tripled from last year reaching a record high 680 nominations, with more than 400 unique projects submitted by multiple industries. IDC’s DX Awards recognizes outstanding organizations that have made critical breakthroughs in digital transformation across the Asia Pacific, spread across seven different categories.
“Being recognized as a winner at the IDC DX Awards program has become a critical benchmark for success in the Asia/Pacific region. Digital transformation is no longer a question to organizations in our region – it is now a race for digital and market leadership. The fact that we received over 600 nominations, shows the growing appetite of Asia/Pacific organizations to harness digital technologies to multiply innovation and accelerate businesses' transformation,” says Daniel Zoe Jimenez, Research Director for Digital Transformation Practice, IDC Asia/Pacific.
IDC’s DX Awards follows a two-phased approach for determining country and regional winners. Each nomination goes through an initial assessment carried out by both local IDC analyst with support from the regional team. The second phase of the assessment requires the country analysts and regional team to convene to review the nomination and the country/industry landscape. All winners from the country events will be automatically placed in the regional final. The regional panel of judges will comprise of IDC worldwide analysts, industry thought leaders, and academia. The DX projects will judge based on the nomination form, and the judges scoring from the country event.
Winners from all around Asia Pacific will join the Singapore winners at IDC's DX Summit and Digital Transformation Awards (DXa) Gala Night, where the regional winners will be announced for the categories of Digital Transformer of the Year; Digital Disruptor of the Year; DX Leader, Omni-experience Innovator, Talent Accelerator, Information Visionary, and Operating Model Master.
The IDC DX Awards will be culminating event of the second IDC DX Summit 2018, one of the industry’s largest gathering of digital transformation leaders and new breed of digital players. IDC’s DX summit is host to more than 200 C-level executives from different lines of business (LOBs) across multiple industries, as well as the vendor and technology buyer communities. Join us for this 2-day event, which will feature technology tours, keynotes from industry innovation players, digital playgrounds, and best practices sharing. The IDC DX Summit and IDC DX Awards will happen on the 24th – 25th of October 2018 respectively at the JW Marriott Singapore.
For event information about the DX Summit, please contact Inez Quek at firstname.lastname@example.org. For queries about IDC DX Awards, contact Kar Leong Tew at email@example.com. For media registration to this event, please contact Alvin Afuang at firstname.lastname@example.org or Tessa Rago at email@example.com. Or visit the IDC DX Summit website HERE for more details.
The Future is 5G: Five Ways the Combination of IoT and Mobility Drives Digital Transformation
Digital Transformation (DX) is changing the way enterprises operate and interact with stakeholders. Knowing how to elevate current initiatives and move them forward effectively will be key to creating and executing a Digital Transformation strategy. One way to accomplish this goal is to combine technologies to maximize their value.
Digital mashups, which are combinations of 3rd Platform technologies and Innovation Accelerators, aim to deliver new digital experiences and products to improve decision making and to deliver enhanced experiences – two foundational goals driving DX initiatives. 5G is an enabler of digital mashups in that it is the connectivity platform for next-generation innovations such as Augmented Reality/Virtual Reality (AR/VR), robotics, wearables, mobile devices, and the Internet of Things (IoT).
As the next generation of cellular technology, 5G will create the foundation for person-to-person (mobility) and machine-to-machine (IoT) communications across the wireless wide area network. As the technology becomes a reality over the next 2-3 years in developed markets, it will impact not only consumers, but how enterprises use the connectivity to transform their businesses.
Becoming Digital-Native: Digital deadbolts you should watch out for
Every digital transformation journey starts with the best intentions and clear objectives. So what gets in the way? Why are so many organizations experiencing digital impasse? Find out the 5 primary reasons with IDC's Sandra Ng.
Driving the Competitive Agenda with DX Technology Capabilities
IT must support innovation across the business: this is the charter, the mission, the mandate, and the imperative for IT and for IT strategy. Now, CIOs and LOB executives must deliver products and services at the speed of the digital age. But organizations are smothering under a forest of silos, and history has shown that silos are major barriers to great user experience, collaboration, speed and efficiency. A new approach to digital transformation is needed before businesses stagnate under the burden of redundancy and inconsistency. To succeed, companies must industrialize their approach to create robust technology
capabilities. In IDC’s view, adaptable capabilities — DX technology capabilities — are the engine for a flexible, transformational business strategy.
Download the IDC Executive Brief "Driving the Competitive Agenda with DX Technology Capabilities"
Becoming Digital Native: The Path to Digital-Native Thinking
IDC defines a digital native enterprise (DNE) as an entity that scales its operations and innovates at a pace that is greater than traditional businesses. DNEs are characterized by their accelerated appetite for innovation. Adopting the mindset and gameplan of DNEs may be difficult for traditional organizations, but IDC's Sandra Ng, Group Vice President, Practice Group, IDC Asia/Pacific, offers advice for those looking to make the shift.
5 Things That Are Dragging Down Your Digital Transformation
IDC predicts that by 2022, 80 percent of revenue growth will depend on digital offerings and operations. Getting there requires getting past the deadlock created by outdated KPIs, organizational silos, limited expertise and other challenges to digital transformation.
By Meredith Whalen, Senior Vice President, IT Executive, Software, Services, and Industry Research
Since IDC conducted its first digital transformation (DX) benchmark in March 2015, we have seen progress in the number of organizations that have digitally transformed. Yet, despite this progress, we find most organizations are at an impasse. Fifty-nine percent of organizations worldwide are running digital projects and making progress, but they are not transforming the overall organization.
From the beginning, there have been numerous obstacles impeding digital transformation, including legacy culture, process and financial incentives. Now, a new set of challenges has cropped up that only manifest themselves after an organization begins its digital journey, and grow on the underbelly of a DX initiative, creating a drag on an organization’s transformation. They are: outdated KPIs, siloed organizational structures, tactical digital plans, silos of innovation, and limited expertise.
If any of this sounds familiar to you, read on as we explore why they are a drag on progress and how to overcome them.
New KPIs for the new digital enterprise
The tools an organization uses to communicate its digital success to employees, investors and the board of directors do not necessarily reflect the way in which a digital enterprise operates. Organizations need KPIs that can communicate the real-time nature of the future enterprise. As long as organizations use traditional KPIs to measure new digital businesses, their investors will penalize them.
To effectively and successfully communicate to employees, investors and partners, a new set of KPIs that capture the capabilities of a digital enterprise are in order. The new digital KPIs need to include financial, business and operational KPIs. And they need to be developed for each part of your new digital business. Categories of KPIs need to include:
- Leadership represented by KPIs associated with innovation rates
- Customer Engagement represented by KPIs focused on customer advocacy
- Information Monetization represented by KPIs focused on data capitalization
- Operating Model represented by KPIs focused on business operations
- WorkSource Transformation represented by KPIs focused on the workforce.
Digital is business as usual
One of the fundamental challenges of digital transformation is the need to change legacy culture and processes, which is embedded in the organizational structure. Organizations are experimenting with a multitude of structures. A recent study by IDC reveals that digital organizational structures need to evolve to keep transforming the organization. We categorize DX organizational structures into the following archetypes.
- Digital Special Projects. For those organizations that are just beginning their digital journey, this team is a central group that typically reports to the CEO and is exploring digital for the company in a structured and formal way.
- The Office of Digital. For those organizations that are ready to move their digital strategy to the next phase, they put together a more formal centralized group that typically reports to the CEO and is focused on providing governance around the digital strategy.
- The Embedded Digital. This archetype embeds digital resources into the various lines of business that are digitally transforming. There typically is still a central “digital” group that orchestrates digital for the company and provides common core platforms and digital expertise.
Ultimately, enterprises need to evolve to the embedded digital business model. This model moves an organization to the state where digital is “business as usual.” The embedding of digital capabilities into the lines of business, gives the business a greater sense of ownership around the digital strategy.
If you are wondering where the separate digital business unit is, we do have an archetype for that as well. However, it only occurs in less than 10 percent of organizations and is focused on creating disruptive and innovative offerings as opposed to transforming the organization.
IT organizations need to embark on their own journey of transformation, evolving to understand the needs of customers and to be able to rapidly develop new innovations. If the IT organization is not evolving, it may wind up impeding the overall digital transformation of the organization. In a study of IT organizations, IDC found that IT organizations in companies that are just beginning their digital journey still exhibit many of the traditional qualities of IT. They primarily employ waterfall practices; their biggest challenge is finding partners to work on digital transformation; and they still measure the length of projects in terms of months, not weeks. In contrast, IT organizations working in companies that are far along on their digital journey have significantly transformed. These organizations primarily employ agile and design thinking practices; they are focused on creating new DX business models; and they measure their project lengths in 90 days or less.
A modular and scalable digital roadmap
Too many organizations are not making progress because they have built a tactical digital roadmap, focused on achieving near-term goals. The challenge is that digital strategies evolve and the roadmap needs to be able to evolve with them.
The development of a digital roadmap should start with a visioning session about how one’s industry may transform in the coming years. How will autonomous vehicles change the insurance industry? How will 3D printing change the retail industry? How will robotics change the hospitality industry? From there, one can build a roadmap that backs into that future scenario.
A key element of the roadmap is to incorporate use cases. Use cases allow the roadmap to be modular in that the use cases that can be swapped in and out as they emerge. The roadmap also needs to span across multiple horizons. Horizon 1 of the roadmap consists of the use cases being deployed today and the underlying technology to support them. Horizon 2 of the roadmap includes the use cases being incubated. Horizon 3 imagines the possibilities.
A data-centric digital platform
The absence of a singular technology architecture is holding back many enterprises in their digital transformation. This is primarily driven by the fact that digital IT environments are often established separate from the traditional enterprise IT platform. IDC is anticipating a large build out of digital platforms in the next three years. Before this build out takes place, we recommend technology executives rethink their approach and develop a technology architecture that is integrated and spans across IT, digital, and business domains.
If the ability to transform data into insights and actions is going to be the means for competing in the digital economy, the digital platform needs to be optimized around this task. At the heart of a digital platform should be what we are calling the “Intelligent Core.” This is where the algorithms, the code and the models live that enable you to turn data into insights and actions. The foundational services do not go away. IT governance, architecture, integration, and development services are the enablers for this new digital platform.
New digital capabilities around customers, data, and scale
As organizations evolve to a digital enterprise, new capabilities need to be developed. Capabilities are the “what” an organization does to deliver value. Digital capabilities require the bringing together of technology, talent, governance, processes, and data. IDC believes too few organizations are actively working towards developing new digital capabilities. Rather, they are preoccupied with building the piece parts.
We believe the three most important capabilities to focus on creating will be experiential engagement, data monetization, and operating a digital business at scale.
- Experiential Engagement capabilities allow an organization to create and continually innovate exceptional, immersive customer experiences that resonate and engage with the customer and that allow the customer to engage with the organization in an easy, frictionless, and pleasing experience.
- Data Monetization capabilities allow an organization to take data and turn it in to a revenue stream for the organization.
- Scaling a Digital Business. As an organization scales its digital business, it will be moving too fast to run traditional operational process like lean. If an organization wants to deliver hyper-personalized digital services, it will need to implement more autonomic processes, while driving down costs as volume increases.
Beyond the digital deadlock
We expect the next 2-3 years for many organizations will be an internally focused period — a time when organizations expend a lot of focus on internal systems, processes, and culture to“get digital done.” Once organizations move past this, they will be able to focus on recognizing the benefits of innovation. IDC predicts that by 2022, 80 percent of revenue growth will depend on digital offerings and operations.
Digital transformation is a 10-year process. We predict digital transformation of 75% of enterprises will take until 2027. It is important for an enterprise to keep pace with the major milestones your peers are hitting. If you are like most organizations, you are making progress in your individual digital programs; but you are not making progress on the greater goal – digitally transforming the entire enterprise. Use the framework presented here to identify which areas are slowing down your digital transformation and begin taking the steps address them.