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Digital Organization Infographic

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Assembly lines were made possible by electric power but appeared 30 years after the beginning of the electrification era. Adapted from Erik Brynjolfsson and Andrew McAfee, “The Second Machine Age”, January 2014 Digital Capability: Use of technology Digital Dexterity: Ability to self-organize % of organizations which score themselves as better than their competitors Labor Productivity Year CAGR of 2.5% over 15 years (1915-1930) CAGR of 1.16% over 25 years (1890-1915) 1913 - Ford’s Assembly Line Begins Operation Productivity Surge 1890 40 60 80 100 120 140 160 180 1900 1910 1920 1930 1915 =100 Operations Efficiency Customer Experience Workforce Enablement 90% digital organizations use digital to standardize operations, whereas only 31% of all firms do so, on average 70% digital organizations use digital to reach customers not accessible through traditional approaches, while just 16% of all companies do so 80% digital organizations use digital to access resources and talent that they need to succeed, as against just 26% of all firms Digital capability: the use of technology to improve customer experience, operations efficiency and workforce enablement Digital dexterity: the ability to self-organize to deliver new value from digital technologies Only 7% of firms have become digital organizations Digital organizations are exceptions among a vast majority of followers How can Companies Transform into Digital Organizations? Digital Organizations outperform their industry peers Productivity in the Electrification Era Surged Only after Companies Rethought their Organizational Design Today some leading companies are harnessing organization redesign to take advantage of digital opportunities Innovativeness 34% 80% Customer Satisfaction Partner Relationship Strength 35% 70% 41% 90% Profitability Growth 35% 80% 46% 90% All Firms Digital Organizations Digital Capability: Use of technology Digital Dexterity: Ability to self-organize Stalling (16%) Initiating (56%) Engaging (21%) Self-reinforcing (7%) Digital Dexterity + Digital Capability = Digital Organization As new digital opportunities emerged, Nike adapted to leverage digital in product development, brand building and driving operational efficiency. Tesla Nike In order to leverage digital to drive a connected car experience, Tesla established partnerships with telecom operators, content providers and ecommerce platforms. Digital Partnerships Adaptability Digital Expertise 100% digital organizations establish partnerships with ease, while only 17% of all firms can do so on average 60% digital organizations easily adapt operations to external shifts, compared to just 8% of all firms 70% digital organizations easily find experts when needed, whereas only 13% of all firms can do so DIGITAL ORGANIZATION Digital-First Mindset Digitized Practices Empowered Talent Data Access and Collaboration Tools Prioritize digital solution Openly explore digital solutions Automate what can be Develop digital skills across the firm Utilize real-time customer and operations data Encourage collaborative learning Employ data-driven decisions Increase engagement Introduce collaborative tools Starbucks ensured a joined up approach to digital, adding responsibilities such as digital marketing and loyalty management under its digital unit. Now Starbucks has one of retail’s most powerful mobile ecosystems. GE Starbucks Earlier GE’s software efforts were in silos. GE then created GE Digital, consolidating its IT capabilities to strengthen its leadership in the industrial internet. How Mindset, Practices, Workforce and Resources Need to Evolve for the Digital Age Reach out: Interested in reading the full report? Head to https://www.capgemini-consulting.com/digital-organizations Follow us on Twitter @capgeminiconsul or email [email protected] # digitaltransformation Designing a Digital Organization Organizational Design is Key to Reaping Rewards of Technology Adoption Digital organizations are characterized by investments in technology - digital capability, and the ability to rapidly self-organize - digital dexterity
Transcript
Page 1: Digital Organization Infographic

Assembly lines were made possible by electric power but appeared 30 years after the beginning of the electrification era.

Adapted from Erik Brynjolfsson and Andrew McAfee, “The Second Machine Age”, January 2014

Digital Capability: Use of technology

Digital Dexterity: Ability to self-organize

% of organizations which score themselves as better than their competitors

Labo

r Pro

duct

ivity

Year

CAGR of 2.5% over 15 years (1915-1930)

CAGR of 1.16% over 25 years (1890-1915)

1913 - Ford’s Assembly Line Begins Operation

Productivity Surge

1890

40

60

80

100

120

140

160

180

1900 1910 1920 1930

1915 =100

Operations Efficiency Customer Experience Workforce Enablement

90% digital organizationsuse digital to standardizeoperations, whereas only

31% of all firms do so, on average

70% digital organizations usedigital to reach customers not accessible through traditional approaches, while

just 16% of all companies do so

80% digital organizationsuse digital to access resources and talent that they need to succeed, as

against just 26% of all firms

Digital capability: the use of technology to improve customer experience, operations efficiency and workforce enablement

Digital dexterity: the ability to self-organize to deliver new value from digital technologies

Only 7% of firms have becomedigital organizations

Digital organizations are exceptions among a vast majority of followers

How can Companies Transform into Digital Organizations?

Digital Organizations outperform their industry peers

Productivity in the Electrification Era Surged Only after Companies Rethought their Organizational Design

Today some leading companies are harnessing organization redesign to take advantage of digital opportunities

Innovativeness

34%

80%

Customer Satisfaction Partner Relationship Strength

35%

70%

41%

90%

Profitability Growth

35%

80%

46%

90%

All FirmsDigital Organizations

Dig

ital C

apab

ility

: Use

of t

echn

olog

y

Digital Dexterity: Ability to self-organize

Stalling (16%)

Initiating (56%)

Engaging (21%)

Self-reinforcing (7%)

Digital Dexterity + Digital Capability = Digital Organization

As new digital opportunities emerged, Nike adapted to leverage digital in product development, brand building and driving operational efficiency.

Tesla NikeIn order to leverage digital to drive a connected car experience, Tesla established partnerships with telecom operators, content providers and ecommerce platforms.

Digital Partnerships Adaptability Digital Expertise

100% digital organizations establish partnershipswith ease, while only

17% of all firms can do so on average

60% digital organizations easily adapt operations to external

shifts, compared to just 8% of all firms

70% digital organizations easily find experts when

needed, whereas only 13% of all firms can do so

DIGITAL ORGANIZATION

Digital-First Mindset

Digitized Practices

EmpoweredTalent

Data Accessand

Collaboration Tools

Prioritize digital solution

Openly explore digital solutions

Automate what can be Develop digital skillsacross the firm

Utilize real-time customer and operations data

Encourage collaborative learning

Employ data-drivendecisions

Increase engagement Introduce collaborative tools

Starbucks ensured a joined up approach to digital, adding responsibilities such as digital marketing and loyalty management under its digital unit. Now Starbucks has one of retail’s most powerful mobile ecosystems.

GE StarbucksEarlier GE’s software efforts were in silos. GE then created GE Digital, consolidating its IT capabilities to strengthen its leadership in the industrial internet.

How Mindset, Practices, Workforce and Resources Need to Evolve for the Digital Age

Reach out: Interested in reading the full report? Head to https://www.capgemini-consulting.com/digital-organizations Follow us on Twitter @capgeminiconsul or email [email protected]

#digitaltransformation

Designing a

Digital Organization

Organizational Design is Key to Reaping Rewards of Technology Adoption

Digital organizations are characterized by investments in technology - digital capability, and the ability to rapidly self-organize - digital dexterity

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