Fast track to Innovation

global DCX

October 2016

#Copyright Capgemini 2016. All Rights ReservedDCX Sales Deck | May 2016

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4 Levels Of Digital Mastery

Digital Capability Leadership Capability

FASHIONISTAS

Digital Masters

ConservativesBeginners Many advanced digital features (such as social, mobile) in silos No overarching vision Underdeveloped coordination Digital culture may exist in silos Strong overarching digital vision Excellent governance across silos Many digital initiatives generating business value in measurable ways Strong digital culture Management skeptical of the business value of advanced digital technologies May be carrying out some experiments Immature digital culture Overarching digital vision exists, but may be underdeveloped Few advanced digital features, though traditional capabilities may be mature Strong governance across silos Active steps to build digital skills and culture

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* Average performance difference for firms in each quadrant versus the average performance of all large firms in the same industry for the 184 publicly-traded companies in our sampleBasket of indicators: EBIT Margin Net Profit Margin

Digital Capability Leadership CapabilityREVENUE GENERATION EFFICIENCY+6%Basket of indicators: Revenue / Employee Fixed Asset Turnover+9%-10%-4%

Digital Capability Leadership CapabilityPROFITABILITY%+26%+9%-24%-11%Digital masters showing a significantly better business performance..

#Copyright Capgemini 2016. All Rights Reserved

So why the Digital ProliferationNew behaviors, new expectations.. new mindset

Digital Customer .as well as Digital employees !Anywhere, anytime

Easy to use

Efficient

Personalized

..because it has deeply modified peoples behavior and expectations


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Customer experience is the single biggest catalyst for digital transformation Brian Solis Altimeter. (September 2015)

#Copyright Capgemini 2016. All Rights ReservedBecause it has a dollar sign associated to it.5

The Market is Exploding, Decision-Makers are ChangingCopyright Capgemini 2015. All Rights ReservedSource: Forrester 2015 By 2018, more than 50% of organizations will implement significant business model changes in their efforts to improve customer experienceGartner research. (December, 2015)

Only 10% of CX leaders are part of a centralized CX department. Whether a central department or not, 83% of CX decisions are committee-basedGartner. (December, 2015)

(Global market US$ millions)CX Budgets are distributed across the enterpriseSource: Forrester 2015


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A Whole New World Of Opportunity Opens Upif you are able to: More than any other factor, customer experiences determine whether companies thrive and profit, or struggle and fadeForrester Research. (February, 2015)How?

Understand and predict consumer needs and desires, so that you can use this intelligence to drive your consumer winning strategy

Deliver a standout omni-channel customer experience

Provide timely access to information anywhere, anytime

Grow your ability to innovate, customize and personalize your products and services so that your brand stays fresh and relevant etc..

Respond, react and adapt your products and services at the speed consumers demand so that you can deliver against a far wider range of commercial opportunities


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1. Create your pockets of investment

#Copyright Capgemini 2016. All Rights ReservedHarley as the example where they reduced lead time and in particular saved a lot of money (120 million) by bringing their vendors on a e-auction platform, cloud based. You can make the reference here to our own IBX platform which is also cloud based8

2. Become a platform

The book company

The search company

The computer company

Cross Industry disruption

#Copyright Capgemini 2016. All Rights ReservedThis slide to underpine how leading companies made business out of cloud9

2. Become a platform2. Become a Platform

#Copyright Capgemini 2016. All Rights Reserved3. Make it smart and virtual



Godwin's law: Internet adage asserting that "As an online discussion grows longer, the probability of a comparison involving Nazis or Hitler approaches 1"[2][3] that is, if an online discussion (regardless of topic or scope) goes on long enough, sooner or later someone will compare someone or something to Hitler or Nazism.


4. Leverage new sources and inspirations

6. Get Connected

#Copyright Capgemini 2016. All Rights ReservedI use this slide to show how companies are creating new business models. First explain The Lean Startup as design principle. Then explain the Hue light where Sogeti helped Philips in creating led lights controlled from your mobile. It is not so much the light, but by having people now paying 240 euros for only 3 light bulbs. This shows how you can create more value with the help of cloud (in combination with IoT)15

6. Get Connected


7. Automate as much as you can


Christiaan Triebert7. Automate as much as you can

#Copyright Capgemini 2016. All Rights Reserved7. Automate as much as you can

#Copyright Capgemini 2016. All Rights Reserved8. Build your Foundation


MVP9. Start with the MVP

#Copyright Capgemini 2016. All Rights Reserved 2008 Capgemini. All rights reserved21

9. Start with the MVP


If you are proud of your first product,

you didnt launch fast enough !9. Start with the MVP

#Copyright Capgemini 2016. All Rights Reserved 2008 Capgemini. All rights reserved23

10. Mix with the new world


Applied Innovation changes everythingInformInspireInciteIgnite


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USA (2)San Francisco AIE FlagshipNew York AIECanada (1)Toronto AIDUK (1)London AIEAustralia (1)Melbourne AIDIndia (3)Bangalore AIE FlagshipMumbai AIEPune AIEPoland (1)Krakow AIDNetherlands (1)Utrecht AIEGermany (1)Munich AIEOur current Global Applied Innovation ExchangesSingapore (1)Singapore AIEFrance (4)Bordeaux AIDLille AIEParis AIE FlagshipToulouse AIENewNewNewNew

#Copyright Capgemini 2016. All Rights ReservedApplied Innovation Exchange: Framework

FrameworkKnowledge ManagementGovernance

LabsInsightsEcosystemEngagement

Emerging trends & researchExecutive AlignmentPortfolio Development & PrioritizationArt of the possibleIdeationDesign, prototype, experimentPilot, ValidateLaunch planDeploy

SustainData Driven Learning & RefinementInnovation Proficiency

CapabilitiesDiscoverDeviseDeploy

#Copyright Capgemini 2016. All Rights ReservedDeliverables by phase

Some examples

#Copyright Capgemini 2016. All Rights ReservedSummary of takeawaysCreate your pockets of investmentBecome a platformMake it smart and virtualLeveraging new sources and inspirationsMesh-it-upGet ConnectedAutomate as much as you canBuild your FoundationStart with the MVPMix with the new world

#Copyright Capgemini 2016. All Rights ReservedSummary of takeawaysCreate your pockets of investmentBecome a platformMake it smart and virtualLeveraging new sources and inspirationsMesh-it-upGet ConnectedAutomate as much as you canBuild your FoundationStart with the MVPMix with the new world

Be open, stay surprised, be amazed

#Copyright Capgemini 2016. All Rights ReservedLets stay [email protected]@capgemini.com+31 6 11 372 282

#Copyright Capgemini 2016. All Rights ReservedDCX Sales Deck | May 2016

Fast track to Innovation

Technology

Transcript of Fast track to Innovation