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A major research initiative at the MIT Sloan School of Management
“The Vision Thing”: Developing a
Transformative Digital Vision
2
We had a vision, and
the vision was to be the
first company to be fully
digital end to end.
- Angela Ahrendts,
CEO Burberry
Introduction
“We had a vision, and the vision was to
be the first company to be fully digital
end-to-end. The [resulting] experience
would be that a customer will have
access to Burberry across all devices,
anywhere in the world.”1
With this vision, CEO Angela Ahrendts
drove a digital transformation within
Burberry,a155-year-oldfashioncompany
and an iconic UK brand. Burberry’s
executive team used the power of digital
technologies to reinvigorate the brand,
create a consistent customer experience
on a global scale and deliver consistently
healthy financial results.
Digital technologies are having a
pervasive influence on business,
transforming the customer experience,
enhancing productivity in operations
and improving the way employees
collaborate. Yet, many organizations
fail to capture the full potential of digital
technologies because their leaders lack
a transformative vision. Executives with
an incremental vision get what they aim
for – incremental improvement. Those
who realize the transformative power of
digital can achieve much more.
A bottom-up approach does not deliver
successful digital transformation.
Only the top layer of a company can
create a compelling vision of the future
and communicate it throughout the
organization. Often, the real benefits
of transformation come from seeing
potential synergies across silos, and then
creating the conditions through which
everyone can begin to unlock that value.
Only senior executives are positioned to
drive this level of change.
Over the last three years, Capgemini
Consulting and the MIT Center for
Digital Business have been researching
the impact of digital technologies
on the reach and the performance
of organizations. We identified two
key dimensions for successful digital
transformation: the “What” and the
“How.” The “What” represents digital
intensity, a measure of the strength
of digital activities of an organization.
The “How” represents transformation
management intensity, a measure of
an organization’s vision, governance,
and skills. Companies that are strong
in digital intensity conduct numerous
digital initiatives, but only effective
transformation management helps them
identify and deliver digital investments
in a powerful and well-coordinated way.
We call companies that excel in both
dimensions the “Digirati” (see Figure 1).
3
Executives with an
incremental vision get
what they aim for
– incremental
improvement.
Source: Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar organizations”1
Transformation Management Intensity
DigitalIntensity
Beginners
 Management sceptical of the business value of
advanced digital technologies
 May be carrying out some experiments
 Immature digital culture
Digirati
 Strong overarching digital vision
 Good governance
 Many digital initiatives generating business
value in measurable ways
 Strong digital culture
Conservatives
 Overarching digital vision exists, but may be
underdeveloped
 Few advanced digital features, though traditional
digital capabilities may be mature
 Strong digital governance across silos
 Taking active steps to build digital skills and culture
Fashionistas
 Many advanced digital features (such as social,
mobile) in silos
 No overarching vision
 Underdeveloped coordination
 Digital culture may exist in silos
Digital intensity measures how advanced digital
initiatives are within an organization. This includes
investments in customer experience, operational
processes, business model transformation, as well
as digital capabilities.
Transformation management intensity measures
senior executives’ capability to drive change
throughout the organization. This includes creating
and communicating a clear vision, establishing
governance mechanisms, facilitating cross-silo
coordination, and building a digital-ready culture.
While executives within the Digirati
have integrated the power of digital
transformation into their vision and
strategies, too few organizations today
understand what it means to have a
transformative digital vision. Therefore,
we set out to answer three critical
questions:
 Are executives paying increasing
attention to digital technologies?
 How are executives expressing their
digital visions?
 How can executives frame a
transformative digital vision?
Figure 1: Four levels of Digital Mastery
4
We analyzed the annual reports of the
Forbes Global 100 companies from
2009-2011. Based on our analysis,
we found that awareness of “digital”
has grown by 19% between 2009
and 2011 (see appendix on research
methodology). In 2011, 43% of Forbes
100 companies referenced “digital” in
their annual reports, compared with 36%
in 2009 (see Figure 2). This growth in
digital awareness shows that executives
are paying increasing attention to the
potential impact of digital transformation.
Digital awareness also differs by
geography. More than half of Fortune
Global 100 companies in North America
emphasized “digital” in their annual
reports while fewer companies in the
rest of the world were digitally aware (see
Figure 3).
But, awareness of the digital trend is
not sufficient to drive transformational
change. The true question is “how many
organizations have encapsulated this
trend within a transformative vision for
their company?” Among the Digirati,
82% of respondents agreed that their
senior leaders shared a common vision
of digital transformation. A majority also
noted that leaders’ visions involve radical
change and that a roadmap exists
to turn that transformative vision into
reality (see Figure 4). The picture is quite
different in the other categories. Less
than half of respondents agreed that
their senior leaders shared a common
vision for digital transformation and only
17% stated that a roadmap existed.
Are digital technologies gaining
increased attention from large-company
executives? Yes, and North American
firms appear to be ahead of the curve.
But only the Digirati are distinguishing
themselves from their peers by translating
that awareness into a transformational
vision of the future.
Are executives paying increasing attention
to digital technologies?
Source: Capgemini Consulting analysis, Forbes, Company annual reports
Source: Capgemini Consulting analysis based on 2011 Forbes Global 100 list,
Company annual reports
36%
2009 2010
40%
2011
43%
55%
43%
30%
North America Europe Rest of world
Figure 2: Percentage of Digitally-Aware Companies: Measured by Mention
of “Digital” in Annual Reports, Forbes Global 100 Companies, 2009-2011
Figure 3: Percentage of Companies in key Geographies that are Digitally
Aware, Forbes Global 100 Companies, 2011
5
Among the Digirati, 82% of respondents agreed that their senior leaders shared a
common vision of digital transformation. For other firms, this figure is less than half.
Senior executives share a
common vision of how
the business should
change through digital
technologies
DigiratiNon-Digirati*
Senior executives have a
digital transformation vision
that crosses internal
organizational units
Senior executives have a
digital transformation vision
that involves radical
changes compared to the
way we have traditionally
done business
Senior executives and
middle managers share a
common vision of digital
transformation
18%
82%
25%
67%
26%
71%
47%
25%
28%
15%
82%
51%
24%
25%
57%25%
18%
62%
21%
17%
Agree Neutral Disagree
Source: Capgemini Consulting – MIT Center for Digital Business Research, Survey of 391 firms, 2012
*Fashionistas, Conservatives and Beginners
Figure 4: Having a transformational vision distinguishes the Digirati from their peers
6
How are executives
expressing their digital visions?
In our research, we interviewed over 150
executives to understand how they were
integrating digital transformation into their
strategic visions. Our results showed
that leaders typically express a digital
vision from one of three perspectives:
digitizing operational processes,
digitizing customer experience or a
combination of the two. These different
approaches reflect both the priorities
of the organization and the nature of
competition in a given industry.
Digitizing Operational
Processes
Organizations whose fortunes are
closely tied to the performance of their
supply chain and core operations often
start with this approach. The business
drivers of such digital visions are often
productivity/efficiency and the need
to integrate disparate operations.
The intent is to increase visibility and
decision-making speed or to collaborate
across silos.
For example, Boeing crafted a vision that
is focused on operational excellence and
how digital technologies and data can
help the company improve:
“Boeing believes the future of the
aviation industry lies in ‘the digital airline.’
To succeed in the marketplace, airlines
and their engineering and IT teams
must take advantage of the increasing
amount of data coming off of airplanes,
Boeing believes the future
of the aviation industry
lies in “the digital
airline.”
using advanced analytics and airplane
technology to take operational efficiency
to the next level.”2
Boeing goes one step further by clearly
defining what a “digital airline” means in
practice:
“The key to the digital airline is delivering
secure, detailed operational and
maintenance information to the people
who need it most, when they need it
most. That means that engineering will
share data with IT, but also with the
finance, accounting, operational and
executive functions.”3
Designing a vision based on operational
excellence is by no means limited
to manufacturing and engineering
companies. For instance, in 2009,
Procter & Gamble put operational
excellence at the center of its digital
vision:
“Centralization and digitization will
improve productivity and create
deeper, more sustainable organizational
capabilities. Digitizing P&G will enable
us to manage the business in real time
and on a demand-driven basis. We’ll
be able to collaborate more effectively
and efficiently, inside and outside the
company.”4
Digitizing Customer
Experience
Many organizations have chosen the
customer experience as the focal point
of their digital transformation. These
organizations focus their digital efforts
on improving understanding of customer
behavior through better use of analytics
and digital channels. There are three key
drivers for a customer experience-driven
digital vision: delivering an integrated
customer experience, using digital
to establish a better connection with
consumers and using digital tools to
understand customer behavior.
Organizations that focus on delivering
an integrated customer experience tend
to focus on multi-channel coherence
and a personalized experience for the
customer. For instance, an executive
at an apparel company states that a
digital customer experience will impact,
“the way that the consumer accesses
our brand, gives us feedback on it and
expects a tailored experience…our
products, where they buy them, how
they buy them – I think it’s going to be a
revolution.”5
The second driver is to use digital as a
means to establish stronger connections
with consumers. For instance, Adam
Brotman, Chief Digital Officer of
Starbucks, shared this vision:
“Digital has to be the way we can tell
our story, build our brand and have a
relationship with our customer.”6
Digital has to be the way
we can tell our story,
build our brand and have
a relationship with our
customer.
- Adam Brotman, Chief
Digital Officer, Starbucks
7
Burberry’s CEO Angela Ahrendts has a
similar vision with a focus on ubiquitous
access to the brand:
“To create a company where anyone
who wanted to touch the brand could
have access to it.”7
Equally, cosmetics giant L’Oreal
describes how digital capabilities
can enhance the emotional link with
consumers:
“The digital world multiplies the ways
our brands can create an emotion-filled
relationship with their customers.”8
The third driver for a customer
experience-driven vision is using digital
tools to understand and influence
customer behavior. For instance,
Novartis says in its annual report:
“The technologies we use in our daily
lives, such as smartphones and tablet
devices, could make a real difference
in helping patients to manage their own
health. We are exploring ways to use
these tools to improve compliance rates
and enable healthcare professionals to
monitor patient progress remotely.”9
Similarly, Commonwealth Bank of
Australia sees new digital technologies
as a key way of integrating customer
inputs in its co-creation efforts:
“We are progressively applying new
technology to enable customers to play
a greater part in product design. That
helps us create more intuitive products
and services, readily understandable to
our customers and more tailored to their
individual needs.”10
Changing Business Models
A third category combines visions
focused on operational process and
customer experience to create new
business models. Organizations
with this approach embrace digital
transformation, even if it represents
a fundamental departure from their
current mode of operation. There are
broadly two motivations for transforming
business models.
The first is often defensive, focused on
preserving long-term survival. Services
and information-based industries
are now going through fundamental
structural changes. The rapid pace of
change in these industries is forcing
companies to redesign their business
models.
Take the case of the French directory
services provider, Pages Jaunes. Facing
a 10% annual decline in its core markets,
the company was reliant on a dying
business model based on thick yellow
books. Pages Jaunes’ CEO articulated a
clear vision of how the company would
transform its business model through
digital. The company was not in the
business of producing paper directories;
it was in the business of connecting small
and medium-sized businesses to local
customers. Paper is just an outdated
technology; digital is a better one.11
This vision set the stage for a radical
redesign of the company and its
products. The company’s strategic focus
is now on digital advertising, website
design and mobile directories, not thick
paper books.
Opportunity – not crisis – is the second
driver of business model change.
Companies with this type of vision seek
to use digital technologies to extend their
reach. Banco Santander, for instance,
highlights a vision for how digital
technologies can help it break into new
market segments:
“Our objective for the coming years is
to exploit the growth opportunities in
segments where the bank has a low
presence, such as companies, insurance
and cards. Specifically, we are making
significant investments in IT systems
and staff to be able to take advantage of
these opportunities.”12
Others go one step further, seeing digital
visions as a way to prepare a company
for the next long term shift in their
industry. General Electric, for instance,
focuses its vision on the coming wave of
smart connected devices.
“I don’t see GE as a software company.
However, we will lead in the productivity
of our installed products and their
ecosystems. This will require leadership
of the ‘Industrial Internet,’ making
infrastructure systems more intelligent.”13
According to our research, there is no one
right way to express a vision for digital
transformation. Executives articulated
a vision based on the existing core
capabilities of their organizations, and/or
the specific industry context they faced.
Nevertheless, our research shows that
digirati craft an inspiring vision of the
future in which digital technologies play
a fundamental role.
8
Digital transformation is a tectonic shift,
causing companies to rethink how they
structure themselves and compete in the
market. Leaders can help negotiate this
transition by proactively defining what a
radically different, digital future will look
like. To begin crafting this vision, leaders
must first identify the benefits they want
to gain through digital technologies, and
which strategies will engage customers,
employees and investors.
Creating a vision is never a completely
linear process. However, our research
shows that Digirati companies go
through three distinct steps to formulate
their digital visions:
 Define a clear target
 Engage the organization
 Evolve the vision over time
How can executives frame
a transformative digital vision?
Define a Clear Target:
First, executives need to lay out clearly
the intent of the vision (what needs to
change) as well as the outcome (the
resulting benefits for the company, its
customers and its employees). This
will help employees visualize what the
future of the organization will look like.
Here, leaders should strive to be as
industrialization, the second on creating
a customer-centric organization, and
the third on automation. The original
vision remains a key inspiration behind
improvements in operations and the
customer experience, even as the
company has extended its vision through
successive waves of capability.
Evolve the Vision Over Time:
Organizations in all industries are still
struggling to understand the long-
term impact of digital technologies.
Moreover, the vision of the changed
organization will evolve in concert with
the new possibilities created by technical
advances and improved capabilities.
In 2009 Procter & Gamble started with
a vision to be completely digitized. By
2010, the company evolved its vision
to create a real-time operating and
decision-making environment.
“We are accelerating innovation by using
digital technology to create visibility from
molecule-creation to the store shelf.”15
A company’s digital vision is not the
sole responsibility of its senior leaders.
Nor should that vision remain static
over time. Executives need to provide a
direction that is clear enough to mobilize
their organization, but that also allows
employees to actively participate in its
refinement. In that way, the vision will
evolve in concert with the implementation
of the company’s digital transformation.
Leaders need to keep
the vision specific enough
to give employees a clear
direction, while giving
them the flexibility
to innovate and build
upon it.
specific as possible. For instance, Pages
Jaunes’ CEO clearly stated his intent
to move beyond thick paper directories
while retaining the company’s valuable
role in connecting small to medium
businesses with local customers. He
coupled that intent with a concrete
outcome: the company would earn
75% of its revenues from digital services
within the next 3 to 5 years. This
combination of intent and outcome gives
everyone in the organization a clear set
of guidelines to envision new ways of
working. It also ensures that the focus
of the transformative vision is not on
the technology itself but on different
ways of operating – identifying new
ways for digital technology to improve
performance and customer satisfaction.
Engage the Organization:
After articulating the intent and outcome
of a digital vision, the next step is to
engage the organization in achieving that
outcome. While they have the important
task of sketching out a clear picture of the
future, executives should let the broader
organization fill in the details. Leaders
need to keep the vision specific enough
to give employees a clear direction, while
giving them the flexibility to innovate and
build upon it.
Asian Paints, India’s largest paint
company, formulated a vision that
combined operational efficiency with
developing new ways to serve its
customers.14
This vision did not define
every step of the transformation. It
provided a clear mandate for change
while enabling people throughout the
company to refine the details over
time. The company embarked on its
digital transformation several years ago
and has been through three waves of
transformation - each building on top
of the other. The first wave focused on
9
An inspiring digital vision is the
cornerstone of successful digital
transformation. Though many executives
appear to be aware of its impact on their
business, few have incorporated digital
into a compelling strategic vision of the
future. These visions do not focus simply
Conclusion
on implementing new technologies.
Instead, they illustrate how organizations
can enhance the experience of their
customers, streamline their operations
or transform their business models. This
is no small task, and it should not be left
to senior leaders alone. Crafting a vision
for digital transformation is a journey.
Executives plant the seed at the top,
but then they must engage people at all
levels in the company to make the vision
live and grow.
Research Methodology
This research is part of a three-year collaboration between the MIT Center for Digital Business and Capgemini Consulting aimed
at investigating the ways in which large traditional companies around the world are managing – and benefiting from – digital
transformation. In Phase 1, we spoke to over 150 senior executives from large enterprises around the globe. For further details
and insights from this research, please refer to Digital Transformation: A Road-Map for Billion-Dollar Organizations.16
This led to
our insights about the importance and characteristics of transformative digital vision. In Phase 2, we extended our research to
benchmark digital practices around the globe. We gathered surveys from 469 senior executives in 391 large companies around
the world. For further details on the insights from this phase, please refer to The Digital Advantage: How digital leaders outperform
their peers in every industry.17
To gauge awareness of the digital phenomenon, we analyzed organizations in the Forbes Global 100 list. Using the 2012 list, we
measured digital awareness as the number of times that an organization used the word ‘digital’ in its annual report in the period
2009-2011 in the context of industry trends, company initiatives or the CEO/Chairman’s letters to shareholders.
10
1	 Angela Ahrendts video uploaded by SalesForce.com, August 2011 http://www.youtube.com/watch?v=tpjMWNF9JqY
2	 Company website - http://www.boeing.com/boeing/commercial/aviationservices/integrated-services/digital-airline.page
3	 Company website - http://www.boeing.com/boeing/commercial/aviationservices/integrated-services/digital-airline.page
4	 P&G CEO Robert McDonald in Annual Report 2011, Page 5
5	 Capgemini Consulting – MIT Center for Digital Business Research, 2012
6	 Venture Beat, “How Starbucks is turning itself into a tech company,” June 2012
7	 CNN, “Burberry’s Angela Ahrendts: High tech’s fashion model,” June 2012
8	 Capgemini Consulting Digital Leadership Series, An interview with Marc Menesguen, Managing Director, Strategic Marketing
for L’Oreal http://ebooks.capgemini-consulting.com/Marc-Menesguen-Interview/index.html
9	 Novartis CEO Joseph Jimenez in Annual Report 2012, Page 14
10	 Commonwealth Bank of Australia CEO Ian Narev in Annual Report 2012, Page 5
11	 Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar
organizations” http://www.capgemini-consulting.com/digital-transformation-a-road-map-for-billion-dollar-organizations
12	 Banco Santander CEO Alfredo Saenz in Letter from CEO 2012, Page 17
13	 GE Chairman and CEO Jeffrey Immelt in Annual Report 2011, Page 7
14	 Capgemini Consulting Digital Leadership Series, An interview with Manish Choksi, Head of Strategy and Chief Information
Officer of Asian Paints http://ebooks.capgemini-consulting.com/Manish-Choksi-Interview/index.html
15	 P&G CEO Robert McDonald in Annual Report 2011, Page 5
16	 Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar
organizations” http://www.capgemini-consulting.com/digital-transformation-a-road-map-for-billion-dollar-organizations
17	 Capgemini Consulting and MIT Center for Digital Business –“The Digital Advantage: How digital leaders outperform their
peers in every industry” http://www.capgemini-consulting.com/ebook/The-Digital-Advantage/index.html
References
Rightshore®
is a trademark belonging to Capgemini
CapgeminiConsultingistheglobalstrategyandtransformation
consulting organization of the Capgemini Group, specializing
in advising and supporting enterprises in significant
transformation,frominnovativestrategytoexecutionandwith
an unstinting focus on results. With the new digital economy
creating significant disruptions and opportunities, our global
team of over 3,600 talented individuals work with leading
companiesandgovernmentstomasterDigitalTransformation,
drawing on our understanding of the digital economy and
our leadership in business transformation and organizational
change.
Find out more at:
http://www.capgemini-consulting.com/
With more than 125,000 people in 44 countries, Capgemini
is one of the world’s foremost providers of consulting,
technology and outsourcing services. The Group reported 2012
global revenues of EUR 10.3 billion. Together with its clients,
Capgemini creates and delivers business and technology
solutions that fi t their needs and drive the results they want. A
deeplymulticulturalorganisation,Capgeminihasdevelopedits
own way of working, the Collaborative Business ExperienceTM
,
and draws on Rightshore®
, its worldwide delivery model.
Learn more about us at www.uk.capgemini.com
About Capgemini and the
Collaborative Business Experience
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
© 2013 Capgemini. All rights reserved.
George Westerman
Research Scientist at MIT Center for
Digital Business
georgew@mit.edu
Michael Welch
Visiting Scientist at MIT Center for
Digital Business
michael.welch@capgemini.com
Didier Bonnet
Global Head of Practices at
Capgemini Consulting
didier.bonnet@capgemini.com
Authors
Digital Transformation
Research Institute
dtri.in@capgemini.com
Jerome Buvat and Subrahmanyam KVJ from the Digital Transformation Research Institute worked on this paper.

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Creating a digital transformation vision

  • 1. 101011010010 101011010010 101011010010 A major research initiative at the MIT Sloan School of Management “The Vision Thing”: Developing a Transformative Digital Vision
  • 2. 2 We had a vision, and the vision was to be the first company to be fully digital end to end. - Angela Ahrendts, CEO Burberry Introduction “We had a vision, and the vision was to be the first company to be fully digital end-to-end. The [resulting] experience would be that a customer will have access to Burberry across all devices, anywhere in the world.”1 With this vision, CEO Angela Ahrendts drove a digital transformation within Burberry,a155-year-oldfashioncompany and an iconic UK brand. Burberry’s executive team used the power of digital technologies to reinvigorate the brand, create a consistent customer experience on a global scale and deliver consistently healthy financial results. Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate. Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more. A bottom-up approach does not deliver successful digital transformation. Only the top layer of a company can create a compelling vision of the future and communicate it throughout the organization. Often, the real benefits of transformation come from seeing potential synergies across silos, and then creating the conditions through which everyone can begin to unlock that value. Only senior executives are positioned to drive this level of change. Over the last three years, Capgemini Consulting and the MIT Center for Digital Business have been researching the impact of digital technologies on the reach and the performance of organizations. We identified two key dimensions for successful digital transformation: the “What” and the “How.” The “What” represents digital intensity, a measure of the strength of digital activities of an organization. The “How” represents transformation management intensity, a measure of an organization’s vision, governance, and skills. Companies that are strong in digital intensity conduct numerous digital initiatives, but only effective transformation management helps them identify and deliver digital investments in a powerful and well-coordinated way. We call companies that excel in both dimensions the “Digirati” (see Figure 1).
  • 3. 3 Executives with an incremental vision get what they aim for – incremental improvement. Source: Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar organizations”1 Transformation Management Intensity DigitalIntensity Beginners  Management sceptical of the business value of advanced digital technologies  May be carrying out some experiments  Immature digital culture Digirati  Strong overarching digital vision  Good governance  Many digital initiatives generating business value in measurable ways  Strong digital culture Conservatives  Overarching digital vision exists, but may be underdeveloped  Few advanced digital features, though traditional digital capabilities may be mature  Strong digital governance across silos  Taking active steps to build digital skills and culture Fashionistas  Many advanced digital features (such as social, mobile) in silos  No overarching vision  Underdeveloped coordination  Digital culture may exist in silos Digital intensity measures how advanced digital initiatives are within an organization. This includes investments in customer experience, operational processes, business model transformation, as well as digital capabilities. Transformation management intensity measures senior executives’ capability to drive change throughout the organization. This includes creating and communicating a clear vision, establishing governance mechanisms, facilitating cross-silo coordination, and building a digital-ready culture. While executives within the Digirati have integrated the power of digital transformation into their vision and strategies, too few organizations today understand what it means to have a transformative digital vision. Therefore, we set out to answer three critical questions:  Are executives paying increasing attention to digital technologies?  How are executives expressing their digital visions?  How can executives frame a transformative digital vision? Figure 1: Four levels of Digital Mastery
  • 4. 4 We analyzed the annual reports of the Forbes Global 100 companies from 2009-2011. Based on our analysis, we found that awareness of “digital” has grown by 19% between 2009 and 2011 (see appendix on research methodology). In 2011, 43% of Forbes 100 companies referenced “digital” in their annual reports, compared with 36% in 2009 (see Figure 2). This growth in digital awareness shows that executives are paying increasing attention to the potential impact of digital transformation. Digital awareness also differs by geography. More than half of Fortune Global 100 companies in North America emphasized “digital” in their annual reports while fewer companies in the rest of the world were digitally aware (see Figure 3). But, awareness of the digital trend is not sufficient to drive transformational change. The true question is “how many organizations have encapsulated this trend within a transformative vision for their company?” Among the Digirati, 82% of respondents agreed that their senior leaders shared a common vision of digital transformation. A majority also noted that leaders’ visions involve radical change and that a roadmap exists to turn that transformative vision into reality (see Figure 4). The picture is quite different in the other categories. Less than half of respondents agreed that their senior leaders shared a common vision for digital transformation and only 17% stated that a roadmap existed. Are digital technologies gaining increased attention from large-company executives? Yes, and North American firms appear to be ahead of the curve. But only the Digirati are distinguishing themselves from their peers by translating that awareness into a transformational vision of the future. Are executives paying increasing attention to digital technologies? Source: Capgemini Consulting analysis, Forbes, Company annual reports Source: Capgemini Consulting analysis based on 2011 Forbes Global 100 list, Company annual reports 36% 2009 2010 40% 2011 43% 55% 43% 30% North America Europe Rest of world Figure 2: Percentage of Digitally-Aware Companies: Measured by Mention of “Digital” in Annual Reports, Forbes Global 100 Companies, 2009-2011 Figure 3: Percentage of Companies in key Geographies that are Digitally Aware, Forbes Global 100 Companies, 2011
  • 5. 5 Among the Digirati, 82% of respondents agreed that their senior leaders shared a common vision of digital transformation. For other firms, this figure is less than half. Senior executives share a common vision of how the business should change through digital technologies DigiratiNon-Digirati* Senior executives have a digital transformation vision that crosses internal organizational units Senior executives have a digital transformation vision that involves radical changes compared to the way we have traditionally done business Senior executives and middle managers share a common vision of digital transformation 18% 82% 25% 67% 26% 71% 47% 25% 28% 15% 82% 51% 24% 25% 57%25% 18% 62% 21% 17% Agree Neutral Disagree Source: Capgemini Consulting – MIT Center for Digital Business Research, Survey of 391 firms, 2012 *Fashionistas, Conservatives and Beginners Figure 4: Having a transformational vision distinguishes the Digirati from their peers
  • 6. 6 How are executives expressing their digital visions? In our research, we interviewed over 150 executives to understand how they were integrating digital transformation into their strategic visions. Our results showed that leaders typically express a digital vision from one of three perspectives: digitizing operational processes, digitizing customer experience or a combination of the two. These different approaches reflect both the priorities of the organization and the nature of competition in a given industry. Digitizing Operational Processes Organizations whose fortunes are closely tied to the performance of their supply chain and core operations often start with this approach. The business drivers of such digital visions are often productivity/efficiency and the need to integrate disparate operations. The intent is to increase visibility and decision-making speed or to collaborate across silos. For example, Boeing crafted a vision that is focused on operational excellence and how digital technologies and data can help the company improve: “Boeing believes the future of the aviation industry lies in ‘the digital airline.’ To succeed in the marketplace, airlines and their engineering and IT teams must take advantage of the increasing amount of data coming off of airplanes, Boeing believes the future of the aviation industry lies in “the digital airline.” using advanced analytics and airplane technology to take operational efficiency to the next level.”2 Boeing goes one step further by clearly defining what a “digital airline” means in practice: “The key to the digital airline is delivering secure, detailed operational and maintenance information to the people who need it most, when they need it most. That means that engineering will share data with IT, but also with the finance, accounting, operational and executive functions.”3 Designing a vision based on operational excellence is by no means limited to manufacturing and engineering companies. For instance, in 2009, Procter & Gamble put operational excellence at the center of its digital vision: “Centralization and digitization will improve productivity and create deeper, more sustainable organizational capabilities. Digitizing P&G will enable us to manage the business in real time and on a demand-driven basis. We’ll be able to collaborate more effectively and efficiently, inside and outside the company.”4 Digitizing Customer Experience Many organizations have chosen the customer experience as the focal point of their digital transformation. These organizations focus their digital efforts on improving understanding of customer behavior through better use of analytics and digital channels. There are three key drivers for a customer experience-driven digital vision: delivering an integrated customer experience, using digital to establish a better connection with consumers and using digital tools to understand customer behavior. Organizations that focus on delivering an integrated customer experience tend to focus on multi-channel coherence and a personalized experience for the customer. For instance, an executive at an apparel company states that a digital customer experience will impact, “the way that the consumer accesses our brand, gives us feedback on it and expects a tailored experience…our products, where they buy them, how they buy them – I think it’s going to be a revolution.”5 The second driver is to use digital as a means to establish stronger connections with consumers. For instance, Adam Brotman, Chief Digital Officer of Starbucks, shared this vision: “Digital has to be the way we can tell our story, build our brand and have a relationship with our customer.”6 Digital has to be the way we can tell our story, build our brand and have a relationship with our customer. - Adam Brotman, Chief Digital Officer, Starbucks
  • 7. 7 Burberry’s CEO Angela Ahrendts has a similar vision with a focus on ubiquitous access to the brand: “To create a company where anyone who wanted to touch the brand could have access to it.”7 Equally, cosmetics giant L’Oreal describes how digital capabilities can enhance the emotional link with consumers: “The digital world multiplies the ways our brands can create an emotion-filled relationship with their customers.”8 The third driver for a customer experience-driven vision is using digital tools to understand and influence customer behavior. For instance, Novartis says in its annual report: “The technologies we use in our daily lives, such as smartphones and tablet devices, could make a real difference in helping patients to manage their own health. We are exploring ways to use these tools to improve compliance rates and enable healthcare professionals to monitor patient progress remotely.”9 Similarly, Commonwealth Bank of Australia sees new digital technologies as a key way of integrating customer inputs in its co-creation efforts: “We are progressively applying new technology to enable customers to play a greater part in product design. That helps us create more intuitive products and services, readily understandable to our customers and more tailored to their individual needs.”10 Changing Business Models A third category combines visions focused on operational process and customer experience to create new business models. Organizations with this approach embrace digital transformation, even if it represents a fundamental departure from their current mode of operation. There are broadly two motivations for transforming business models. The first is often defensive, focused on preserving long-term survival. Services and information-based industries are now going through fundamental structural changes. The rapid pace of change in these industries is forcing companies to redesign their business models. Take the case of the French directory services provider, Pages Jaunes. Facing a 10% annual decline in its core markets, the company was reliant on a dying business model based on thick yellow books. Pages Jaunes’ CEO articulated a clear vision of how the company would transform its business model through digital. The company was not in the business of producing paper directories; it was in the business of connecting small and medium-sized businesses to local customers. Paper is just an outdated technology; digital is a better one.11 This vision set the stage for a radical redesign of the company and its products. The company’s strategic focus is now on digital advertising, website design and mobile directories, not thick paper books. Opportunity – not crisis – is the second driver of business model change. Companies with this type of vision seek to use digital technologies to extend their reach. Banco Santander, for instance, highlights a vision for how digital technologies can help it break into new market segments: “Our objective for the coming years is to exploit the growth opportunities in segments where the bank has a low presence, such as companies, insurance and cards. Specifically, we are making significant investments in IT systems and staff to be able to take advantage of these opportunities.”12 Others go one step further, seeing digital visions as a way to prepare a company for the next long term shift in their industry. General Electric, for instance, focuses its vision on the coming wave of smart connected devices. “I don’t see GE as a software company. However, we will lead in the productivity of our installed products and their ecosystems. This will require leadership of the ‘Industrial Internet,’ making infrastructure systems more intelligent.”13 According to our research, there is no one right way to express a vision for digital transformation. Executives articulated a vision based on the existing core capabilities of their organizations, and/or the specific industry context they faced. Nevertheless, our research shows that digirati craft an inspiring vision of the future in which digital technologies play a fundamental role.
  • 8. 8 Digital transformation is a tectonic shift, causing companies to rethink how they structure themselves and compete in the market. Leaders can help negotiate this transition by proactively defining what a radically different, digital future will look like. To begin crafting this vision, leaders must first identify the benefits they want to gain through digital technologies, and which strategies will engage customers, employees and investors. Creating a vision is never a completely linear process. However, our research shows that Digirati companies go through three distinct steps to formulate their digital visions:  Define a clear target  Engage the organization  Evolve the vision over time How can executives frame a transformative digital vision? Define a Clear Target: First, executives need to lay out clearly the intent of the vision (what needs to change) as well as the outcome (the resulting benefits for the company, its customers and its employees). This will help employees visualize what the future of the organization will look like. Here, leaders should strive to be as industrialization, the second on creating a customer-centric organization, and the third on automation. The original vision remains a key inspiration behind improvements in operations and the customer experience, even as the company has extended its vision through successive waves of capability. Evolve the Vision Over Time: Organizations in all industries are still struggling to understand the long- term impact of digital technologies. Moreover, the vision of the changed organization will evolve in concert with the new possibilities created by technical advances and improved capabilities. In 2009 Procter & Gamble started with a vision to be completely digitized. By 2010, the company evolved its vision to create a real-time operating and decision-making environment. “We are accelerating innovation by using digital technology to create visibility from molecule-creation to the store shelf.”15 A company’s digital vision is not the sole responsibility of its senior leaders. Nor should that vision remain static over time. Executives need to provide a direction that is clear enough to mobilize their organization, but that also allows employees to actively participate in its refinement. In that way, the vision will evolve in concert with the implementation of the company’s digital transformation. Leaders need to keep the vision specific enough to give employees a clear direction, while giving them the flexibility to innovate and build upon it. specific as possible. For instance, Pages Jaunes’ CEO clearly stated his intent to move beyond thick paper directories while retaining the company’s valuable role in connecting small to medium businesses with local customers. He coupled that intent with a concrete outcome: the company would earn 75% of its revenues from digital services within the next 3 to 5 years. This combination of intent and outcome gives everyone in the organization a clear set of guidelines to envision new ways of working. It also ensures that the focus of the transformative vision is not on the technology itself but on different ways of operating – identifying new ways for digital technology to improve performance and customer satisfaction. Engage the Organization: After articulating the intent and outcome of a digital vision, the next step is to engage the organization in achieving that outcome. While they have the important task of sketching out a clear picture of the future, executives should let the broader organization fill in the details. Leaders need to keep the vision specific enough to give employees a clear direction, while giving them the flexibility to innovate and build upon it. Asian Paints, India’s largest paint company, formulated a vision that combined operational efficiency with developing new ways to serve its customers.14 This vision did not define every step of the transformation. It provided a clear mandate for change while enabling people throughout the company to refine the details over time. The company embarked on its digital transformation several years ago and has been through three waves of transformation - each building on top of the other. The first wave focused on
  • 9. 9 An inspiring digital vision is the cornerstone of successful digital transformation. Though many executives appear to be aware of its impact on their business, few have incorporated digital into a compelling strategic vision of the future. These visions do not focus simply Conclusion on implementing new technologies. Instead, they illustrate how organizations can enhance the experience of their customers, streamline their operations or transform their business models. This is no small task, and it should not be left to senior leaders alone. Crafting a vision for digital transformation is a journey. Executives plant the seed at the top, but then they must engage people at all levels in the company to make the vision live and grow. Research Methodology This research is part of a three-year collaboration between the MIT Center for Digital Business and Capgemini Consulting aimed at investigating the ways in which large traditional companies around the world are managing – and benefiting from – digital transformation. In Phase 1, we spoke to over 150 senior executives from large enterprises around the globe. For further details and insights from this research, please refer to Digital Transformation: A Road-Map for Billion-Dollar Organizations.16 This led to our insights about the importance and characteristics of transformative digital vision. In Phase 2, we extended our research to benchmark digital practices around the globe. We gathered surveys from 469 senior executives in 391 large companies around the world. For further details on the insights from this phase, please refer to The Digital Advantage: How digital leaders outperform their peers in every industry.17 To gauge awareness of the digital phenomenon, we analyzed organizations in the Forbes Global 100 list. Using the 2012 list, we measured digital awareness as the number of times that an organization used the word ‘digital’ in its annual report in the period 2009-2011 in the context of industry trends, company initiatives or the CEO/Chairman’s letters to shareholders.
  • 10. 10 1 Angela Ahrendts video uploaded by SalesForce.com, August 2011 http://www.youtube.com/watch?v=tpjMWNF9JqY 2 Company website - http://www.boeing.com/boeing/commercial/aviationservices/integrated-services/digital-airline.page 3 Company website - http://www.boeing.com/boeing/commercial/aviationservices/integrated-services/digital-airline.page 4 P&G CEO Robert McDonald in Annual Report 2011, Page 5 5 Capgemini Consulting – MIT Center for Digital Business Research, 2012 6 Venture Beat, “How Starbucks is turning itself into a tech company,” June 2012 7 CNN, “Burberry’s Angela Ahrendts: High tech’s fashion model,” June 2012 8 Capgemini Consulting Digital Leadership Series, An interview with Marc Menesguen, Managing Director, Strategic Marketing for L’Oreal http://ebooks.capgemini-consulting.com/Marc-Menesguen-Interview/index.html 9 Novartis CEO Joseph Jimenez in Annual Report 2012, Page 14 10 Commonwealth Bank of Australia CEO Ian Narev in Annual Report 2012, Page 5 11 Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar organizations” http://www.capgemini-consulting.com/digital-transformation-a-road-map-for-billion-dollar-organizations 12 Banco Santander CEO Alfredo Saenz in Letter from CEO 2012, Page 17 13 GE Chairman and CEO Jeffrey Immelt in Annual Report 2011, Page 7 14 Capgemini Consulting Digital Leadership Series, An interview with Manish Choksi, Head of Strategy and Chief Information Officer of Asian Paints http://ebooks.capgemini-consulting.com/Manish-Choksi-Interview/index.html 15 P&G CEO Robert McDonald in Annual Report 2011, Page 5 16 Capgemini Consulting and MIT Center for Digital Business – “Digital Transformation: A roadmap for billion-dollar organizations” http://www.capgemini-consulting.com/digital-transformation-a-road-map-for-billion-dollar-organizations 17 Capgemini Consulting and MIT Center for Digital Business –“The Digital Advantage: How digital leaders outperform their peers in every industry” http://www.capgemini-consulting.com/ebook/The-Digital-Advantage/index.html References
  • 11. Rightshore® is a trademark belonging to Capgemini CapgeminiConsultingistheglobalstrategyandtransformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation,frominnovativestrategytoexecutionandwith an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, our global team of over 3,600 talented individuals work with leading companiesandgovernmentstomasterDigitalTransformation, drawing on our understanding of the digital economy and our leadership in business transformation and organizational change. Find out more at: http://www.capgemini-consulting.com/ With more than 125,000 people in 44 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fi t their needs and drive the results they want. A deeplymulticulturalorganisation,Capgeminihasdevelopedits own way of working, the Collaborative Business ExperienceTM , and draws on Rightshore® , its worldwide delivery model. Learn more about us at www.uk.capgemini.com About Capgemini and the Collaborative Business Experience Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary. © 2013 Capgemini. All rights reserved. George Westerman Research Scientist at MIT Center for Digital Business georgew@mit.edu Michael Welch Visiting Scientist at MIT Center for Digital Business michael.welch@capgemini.com Didier Bonnet Global Head of Practices at Capgemini Consulting didier.bonnet@capgemini.com Authors Digital Transformation Research Institute dtri.in@capgemini.com Jerome Buvat and Subrahmanyam KVJ from the Digital Transformation Research Institute worked on this paper.