WEBVTT 1 00:00:00.154 --> 00:00:02.737 (lively music) 2 00:00:08.290 --> 00:00:10.770 So I would like to cover four topics today. 3 00:00:10.770 --> 00:00:13.560 Number one, talk about how do we define digital 4 00:00:13.560 --> 00:00:16.410 and how do we define digital champions? 5 00:00:16.410 --> 00:00:19.770 Number two, understand whether to be a digital champion 6 00:00:19.770 --> 00:00:21.790 actually pays off? 7 00:00:21.790 --> 00:00:24.790 Number three, look at the digital maturity, 8 00:00:24.790 --> 00:00:27.890 the state of maturity in Asia and Europe 9 00:00:27.890 --> 00:00:29.050 and also in the U.S. 10 00:00:29.050 --> 00:00:32.900 And then last but not least, talk about the five boosters 11 00:00:32.900 --> 00:00:34.860 that basically digital champions apply 12 00:00:34.860 --> 00:00:36.823 in order to outperform their peers. 13 00:00:40.820 --> 00:00:42.790 So, the first question is 14 00:00:42.790 --> 00:00:45.990 how to define digital and I'm sure if I ask here, 15 00:00:45.990 --> 00:00:47.360 people in the room, 16 00:00:47.360 --> 00:00:49.360 I may get lots of different answers. 17 00:00:49.360 --> 00:00:52.140 We had the same experience at BCG 18 00:00:52.140 --> 00:00:55.490 and after some time we basically agreed, 19 00:00:55.490 --> 00:00:57.920 about two years ago on this framework, 20 00:00:57.920 --> 00:01:00.540 which we also apply with our clients. 21 00:01:00.540 --> 00:01:03.580 So, it is driven by basically six building blocks. 22 00:01:03.580 --> 00:01:07.100 It's the business strategy driven by digital. 23 00:01:07.100 --> 00:01:09.430 It is transforming the core of the company 24 00:01:09.430 --> 00:01:10.860 along the value chain, 25 00:01:10.860 --> 00:01:13.040 go-to-market, operations manufacturing, 26 00:01:13.040 --> 00:01:15.750 support functions, and shared services. 27 00:01:15.750 --> 00:01:17.430 It is about new digital growth 28 00:01:17.430 --> 00:01:19.870 which is investments and adjacent businesses 29 00:01:19.870 --> 00:01:22.890 which are not directly related to the core 30 00:01:22.890 --> 00:01:26.620 and it's about three major capabilities. 31 00:01:26.620 --> 00:01:27.740 Changing ways of working, 32 00:01:27.740 --> 00:01:30.380 you can also call it people and culture. 33 00:01:30.380 --> 00:01:33.150 Leveraging the power of data and technology, 34 00:01:35.513 --> 00:01:37.640 It's about leveraging the power 35 00:01:37.640 --> 00:01:39.470 of data and technology 36 00:01:39.470 --> 00:01:42.480 and last but not least, the partner ecosystem. 37 00:01:42.480 --> 00:01:46.510 A digital mature company is expected to basically 38 00:01:46.510 --> 00:01:50.120 develop digital capabilities and apply digital technologies 39 00:01:50.120 --> 00:01:52.493 across all six building blocks. 40 00:01:56.640 --> 00:01:59.590 If we do a double click on the six building blocks, 41 00:01:59.590 --> 00:02:02.540 we have 36 dimensions behind it 42 00:02:02.540 --> 00:02:04.760 and let me highlight three of those. 43 00:02:04.760 --> 00:02:06.940 One, you can find personalization 44 00:02:06.940 --> 00:02:09.690 in the bucket of digitizing the core 45 00:02:09.690 --> 00:02:11.820 especially in the field go-to-market. 46 00:02:11.820 --> 00:02:13.760 It's personalization. 47 00:02:13.760 --> 00:02:17.750 Personalization is about applying real-time analytics 48 00:02:17.750 --> 00:02:22.750 at the point of sale to create superior customer value, 49 00:02:22.940 --> 00:02:25.890 and you can also apply AI-based technologies 50 00:02:25.890 --> 00:02:28.840 in our breakout session at 2 p.m. in the afternoon, 51 00:02:28.840 --> 00:02:31.220 we will, for example, elaborate on Starbucks, 52 00:02:31.220 --> 00:02:32.320 how they are doing it. 53 00:02:33.810 --> 00:02:36.010 Another example is Agile at Scale. 54 00:02:36.010 --> 00:02:38.330 That was also mentioned earlier this morning. 55 00:02:38.330 --> 00:02:40.790 It's in the part of Changing Ways of Working: 56 00:02:40.790 --> 00:02:42.540 People and Culture. 57 00:02:42.540 --> 00:02:45.250 So in the past, it was always a pain 58 00:02:45.250 --> 00:02:47.850 between business and technology to work together. 59 00:02:47.850 --> 00:02:51.480 Agile ways of working now offer new ways of collaboration 60 00:02:51.480 --> 00:02:54.940 to get to faster outcome and shorter cycles 61 00:02:54.940 --> 00:02:57.193 with higher value and impact. 62 00:02:58.150 --> 00:03:00.930 And then a third example is world-class technology function 63 00:03:00.930 --> 00:03:03.460 in the bucket of data and technology. 64 00:03:03.460 --> 00:03:05.170 I mean many companies still struggle 65 00:03:05.170 --> 00:03:08.160 with an old enterprise IT function 66 00:03:08.160 --> 00:03:11.850 and now basically, it's leveraging the full value 67 00:03:11.850 --> 00:03:13.500 of technology, 68 00:03:13.500 --> 00:03:16.630 really creating a technology enabling, 69 00:03:16.630 --> 00:03:18.720 digital enabling technology function 70 00:03:18.720 --> 00:03:21.720 and this is what a world-class technology function is about. 71 00:03:22.880 --> 00:03:25.340 So with the help of all the global 72 00:03:25.340 --> 00:03:27.260 functional practice areas at BCG, 73 00:03:27.260 --> 00:03:30.820 we have basically defined four maturity stages 74 00:03:30.820 --> 00:03:33.070 for all the 36 dimensions 75 00:03:33.070 --> 00:03:34.890 and have codified it in the so-called 76 00:03:34.890 --> 00:03:37.503 DAI, Digital Acceleration Index Assessment. 77 00:03:38.408 --> 00:03:40.330 And with that you can basically, 78 00:03:40.330 --> 00:03:42.820 based on the input from one executive, 79 00:03:42.820 --> 00:03:46.420 also from a group of decision makers within a company, 80 00:03:46.420 --> 00:03:48.600 determine the current maturity state. 81 00:03:48.600 --> 00:03:51.750 We can also of course ask for the target maturity state 82 00:03:51.750 --> 00:03:55.400 for the importance of the different dimensions. 83 00:03:55.400 --> 00:03:57.430 The output is the so-called DAI. 84 00:03:57.430 --> 00:04:00.990 It's based on a score between zero and 100 85 00:04:00.990 --> 00:04:04.570 and 100 being the highest score, zero being the lowest score 86 00:04:04.570 --> 00:04:07.890 and it's defining what the current maturity state 87 00:04:07.890 --> 00:04:09.723 of the respective company is. 88 00:04:10.720 --> 00:04:15.110 And as you can see, it covers digital broadly end-to-end. 89 00:04:15.110 --> 00:04:18.630 It's not just focusing on specific aspects of digital 90 00:04:18.630 --> 00:04:22.460 but it's really about all the different dimensions 91 00:04:22.460 --> 00:04:26.120 and perspectives that can help to increase 92 00:04:26.120 --> 00:04:29.453 value of the company by using digital. 93 00:04:31.610 --> 00:04:34.040 Now what is the state of digital maturity? 94 00:04:34.040 --> 00:04:36.510 And this is based on the recent survey 95 00:04:36.510 --> 00:04:41.510 of 1,800 companies in Asia and in the U.S. and in Europe. 96 00:04:41.650 --> 00:04:42.700 So three observa⁠- 97 00:04:42.700 --> 00:04:44.190 And then you see basically here, 98 00:04:44.190 --> 00:04:49.190 one point per industry indicating the industry average 99 00:04:49.410 --> 00:04:52.223 that we have measured in the different regions. 100 00:04:53.540 --> 00:04:54.640 And you see also there, 101 00:04:54.640 --> 00:04:59.623 the legend was the explanations of the abbreviations. 102 00:05:00.630 --> 00:05:05.630 So the first finding is that tech and financial institutions 103 00:05:06.550 --> 00:05:09.870 are relatively mature compared to other industries. 104 00:05:09.870 --> 00:05:11.620 They have been dealing for years already 105 00:05:11.620 --> 00:05:14.110 with information processing. 106 00:05:14.110 --> 00:05:16.550 Information is at the center of these companies. 107 00:05:16.550 --> 00:05:19.070 This is also true for the teleco companies 108 00:05:19.070 --> 00:05:21.010 although we see here a difference. 109 00:05:21.010 --> 00:05:23.600 Asia is slightly behind 110 00:05:23.600 --> 00:05:26.880 whereas Europe and U.S. is slightly ahead. 111 00:05:26.880 --> 00:05:28.640 Of course there are always great players 112 00:05:28.640 --> 00:05:31.310 in different markets which are really excelling well, 113 00:05:31.310 --> 00:05:34.060 but on average, we see that in the teleco industry, 114 00:05:34.060 --> 00:05:35.800 Asia is a little bit behind. 115 00:05:35.800 --> 00:05:39.070 We believe it's driven by less regulatory constraints 116 00:05:39.070 --> 00:05:40.420 than in Europe and the U.S. 117 00:05:41.910 --> 00:05:43.770 The second observation is that there are 118 00:05:43.770 --> 00:05:45.370 some following industries, 119 00:05:45.370 --> 00:05:47.650 for example public sector where usually, 120 00:05:47.650 --> 00:05:49.530 you don't have the market pressure 121 00:05:49.530 --> 00:05:52.130 to digitize and innovate so much. 122 00:05:52.130 --> 00:05:54.450 We see also energy and consumer goods 123 00:05:54.450 --> 00:05:56.450 rather at the lower end of the spectrum. 124 00:05:57.630 --> 00:05:59.320 The third observation is, 125 00:05:59.320 --> 00:06:01.600 which is a positive message for you all, 126 00:06:01.600 --> 00:06:04.900 Asia is performing really well. 127 00:06:04.900 --> 00:06:06.910 Yeah so in various of the industries, 128 00:06:06.910 --> 00:06:09.060 Asia is ahead of the pack, 129 00:06:09.060 --> 00:06:13.510 and if you do a double click also in specific industries, 130 00:06:13.510 --> 00:06:16.040 we see that also the variance of the best 131 00:06:16.040 --> 00:06:17.460 and worst performing companies, 132 00:06:17.460 --> 00:06:21.540 smaller than for example in the U.S. and in Europe. 133 00:06:21.540 --> 00:06:24.800 So we expect that more companies in the U.S. and Europe 134 00:06:24.800 --> 00:06:26.890 are expected to fall behind, 135 00:06:26.890 --> 00:06:28.250 less in Asia. 136 00:06:28.250 --> 00:06:29.880 And one key driver of that is, 137 00:06:29.880 --> 00:06:33.500 that you are using here in Asia many platforms 138 00:06:33.500 --> 00:06:37.090 that actually pull in also the small and medium enterprises 139 00:06:37.090 --> 00:06:39.543 to offer their services on a digital platform. 140 00:06:42.310 --> 00:06:45.350 This is all based on the Digital Acceleration Index 141 00:06:45.350 --> 00:06:48.390 and digital champion actually performs 142 00:06:48.390 --> 00:06:53.357 above 67 data, 67 DAI points, a laggard scores below 43. 143 00:06:57.440 --> 00:07:00.600 Now, does it pay off to be a digital champion? 144 00:07:00.600 --> 00:07:03.280 The answer is yes, and we have various, 145 00:07:03.280 --> 00:07:05.720 you know, data examples for that. 146 00:07:05.720 --> 00:07:07.020 I've selected three here. 147 00:07:07.020 --> 00:07:10.880 So the first one is, every year we'll ask: 148 00:07:10.880 --> 00:07:15.880 Did you outperform your peers in 2019? 149 00:07:16.190 --> 00:07:18.520 And more than 60% of the champions said, 150 00:07:18.520 --> 00:07:21.410 yes, we outperformed our peers. 151 00:07:21.410 --> 00:07:22.590 We are doing really well. 152 00:07:22.590 --> 00:07:24.310 Whereas only a quarter, 153 00:07:24.310 --> 00:07:27.273 said it, of the digital laggards. 154 00:07:30.510 --> 00:07:32.780 We did many sectors studies at BCG 155 00:07:32.780 --> 00:07:35.500 and one example is an insurance where we surveyed 156 00:07:35.500 --> 00:07:38.730 more than 50 insurance companies in the world 157 00:07:38.730 --> 00:07:41.130 and we identified that the digital leaders 158 00:07:41.130 --> 00:07:43.630 had a higher customer satisfaction 159 00:07:43.630 --> 00:07:46.250 and could also outperform the laggards 160 00:07:46.250 --> 00:07:49.690 with regards to the decrease and the expense ratio. 161 00:07:49.690 --> 00:07:53.890 So, there's a four percentage-point average advantage 162 00:07:53.890 --> 00:07:56.693 of the digital champions versus the digital laggards. 163 00:07:58.540 --> 00:08:00.740 Another study we did is in the teleco industry. 164 00:08:00.740 --> 00:08:04.350 We had more than 80 teleco companies participating 165 00:08:04.350 --> 00:08:09.350 and we compared the market share development since 2012. 166 00:08:09.630 --> 00:08:12.540 And the outcome was that the digital leaders could actually 167 00:08:12.540 --> 00:08:15.410 increase the market share by seven percentage points, 168 00:08:15.410 --> 00:08:18.710 whereas the laggards were losing 11 percentage points. 169 00:08:18.710 --> 00:08:20.670 So here you can see it's really important 170 00:08:20.670 --> 00:08:22.460 to be at least mid-tier. 171 00:08:22.460 --> 00:08:25.023 If you are among the laggards, there is a problem. 172 00:08:29.100 --> 00:08:32.260 Now, what do the champions do 173 00:08:32.260 --> 00:08:36.373 to outpace and outperform the competitors? 174 00:08:37.340 --> 00:08:39.563 Number one, they invest in digital skills. 175 00:08:42.730 --> 00:08:45.110 They have more than 10% of their workforce 176 00:08:45.110 --> 00:08:48.070 working already in digital roles, which has two advantages. 177 00:08:48.070 --> 00:08:50.630 Number one, they attract digital talent 178 00:08:50.630 --> 00:08:52.860 and they invest to get people from the market, 179 00:08:52.860 --> 00:08:55.370 and also are able to scale up. 180 00:08:55.370 --> 00:08:57.970 And number two, they upskill those people, 181 00:08:57.970 --> 00:08:59.930 and they have people who can translate 182 00:08:59.930 --> 00:09:01.823 their strategy into action. 183 00:09:04.150 --> 00:09:07.330 Number two, they significantly invest into digital. 184 00:09:07.330 --> 00:09:10.050 This is all based on the statistical analysis of 185 00:09:10.050 --> 00:09:12.810 our study from the last three years. 186 00:09:12.810 --> 00:09:14.880 And it's the continued finding. 187 00:09:14.880 --> 00:09:19.440 So, the threshold is here investing more than 5% in digital, 188 00:09:19.440 --> 00:09:22.200 and we see, of course, that in some industries, 189 00:09:22.200 --> 00:09:23.500 this value is much higher. 190 00:09:25.110 --> 00:09:28.320 The third thing is they build digital capabilities, 191 00:09:28.320 --> 00:09:30.330 enabling capabilities, for example, 192 00:09:30.330 --> 00:09:33.800 data and digital platforms, a data lake, 193 00:09:33.800 --> 00:09:35.950 and then also some big data capabilities 194 00:09:35.950 --> 00:09:39.320 as one example to process data and get more value 195 00:09:39.320 --> 00:09:42.593 out of the existing customer and other company data. 196 00:09:44.630 --> 00:09:46.950 Number four, they don't just run pilots 197 00:09:46.950 --> 00:09:49.650 but they are capable of scaling up the pilots, 198 00:09:49.650 --> 00:09:51.760 and also connect them with the core. 199 00:09:51.760 --> 00:09:53.263 That's the fourth key element. 200 00:09:54.410 --> 00:09:57.050 And number five, they focus on new digital growth. 201 00:09:57.050 --> 00:09:59.770 I think one great example is, Amazon. 202 00:09:59.770 --> 00:10:01.770 They used the cloud first internally 203 00:10:01.770 --> 00:10:03.580 and now it has become a double-digit 204 00:10:03.580 --> 00:10:07.230 billion-dollar figure for them every year. 205 00:10:07.230 --> 00:10:10.423 So, it's worthwhile also to look into adjacent businesses. 206 00:10:13.240 --> 00:10:15.003 Now, if we go deeper, 207 00:10:16.180 --> 00:10:20.860 we see that, unfortunately the gap between the champions 208 00:10:20.860 --> 00:10:22.700 and the laggards is widening. 209 00:10:22.700 --> 00:10:25.080 And it's widening quite significantly. 210 00:10:25.080 --> 00:10:28.363 So, the laggards are at risk to fall further behind. 211 00:10:29.210 --> 00:10:31.020 And we see that on the left-hand side 212 00:10:31.020 --> 00:10:32.720 with the digital talent. 213 00:10:32.720 --> 00:10:35.290 So the leaders, the champions already have more than 214 00:10:35.290 --> 00:10:38.740 10% of the workforce working in digital roles 215 00:10:38.740 --> 00:10:41.903 and they also plan to substantially, 216 00:10:42.780 --> 00:10:45.850 basically upskill and hire more people 217 00:10:45.850 --> 00:10:49.070 with digital skills, versus the laggards. 218 00:10:49.070 --> 00:10:51.790 So it's not that the laggards are now catching up, 219 00:10:51.790 --> 00:10:54.360 but the laggards plan to do less in that space 220 00:10:54.360 --> 00:10:56.310 and are further at risk to fall behind. 221 00:10:57.670 --> 00:11:01.420 It's even worse on the technology and IT side. 222 00:11:01.420 --> 00:11:03.480 So here we see that the champions 223 00:11:03.480 --> 00:11:07.900 have an average score of 78 out of zero to 100, 224 00:11:07.900 --> 00:11:11.260 whereas the laggards have a score of 29 225 00:11:11.260 --> 00:11:13.880 and the leaders plan to invest 22% 226 00:11:13.880 --> 00:11:16.630 of their overall digital investment into technology, 227 00:11:16.630 --> 00:11:19.600 whereas the laggards only plan 16% to invest. 228 00:11:19.600 --> 00:11:21.840 And in addition, the laggards invest overall 229 00:11:21.840 --> 00:11:23.080 less than digital. 230 00:11:23.080 --> 00:11:26.003 So, the absolute numbers are dramatically smaller. 231 00:11:27.230 --> 00:11:28.320 And this is a big risk. 232 00:11:28.320 --> 00:11:33.320 So digital will be a diverging force between the leaders 233 00:11:33.640 --> 00:11:35.590 and, or the champions and the laggards. 234 00:11:37.530 --> 00:11:41.160 Another key differentiator is that I elaborated on, 235 00:11:41.160 --> 00:11:45.143 scaling up pilots and putting strategy into action. 236 00:11:46.020 --> 00:11:47.940 We see that there is a huge gap 237 00:11:47.940 --> 00:11:50.650 between the champions and the laggards 238 00:11:50.650 --> 00:11:53.150 in operationalizing the strategy. 239 00:11:53.150 --> 00:11:55.380 So these are all the five building blocks 240 00:11:55.380 --> 00:11:57.360 below the digital strategy, 241 00:11:57.360 --> 00:11:59.420 which is on top of our framework. 242 00:11:59.420 --> 00:12:04.220 So, you see a 27 versus a 77 as the score. 243 00:12:04.220 --> 00:12:06.500 And on the right-hand side you see that 244 00:12:06.500 --> 00:12:09.250 the champions scale up beyond the pilots, 245 00:12:09.250 --> 00:12:13.500 so over 50% already in the phase of realizing 246 00:12:13.500 --> 00:12:16.610 substantial value from pilots and integrating it 247 00:12:16.610 --> 00:12:18.350 in the core business. 248 00:12:18.350 --> 00:12:21.510 Why is it so difficult for laggards to do it? 249 00:12:21.510 --> 00:12:25.600 Number one, it's very difficult to connect 250 00:12:25.600 --> 00:12:30.200 when you have a rather complex application landscape, 251 00:12:30.200 --> 00:12:33.350 new pilots and infrastructure for new pilots 252 00:12:33.350 --> 00:12:36.440 with the core of the technology platform. 253 00:12:36.440 --> 00:12:39.780 Number two, still, many of them work in silos 254 00:12:39.780 --> 00:12:41.400 between business and technology. 255 00:12:41.400 --> 00:12:44.300 And number three, they have big difficulties 256 00:12:44.300 --> 00:12:45.580 to manage the data. 257 00:12:45.580 --> 00:12:47.800 They don't have yet a unified data model, 258 00:12:47.800 --> 00:12:50.310 they don't have a proper data governance in place. 259 00:12:50.310 --> 00:12:52.330 And this is why it's so hard for them 260 00:12:52.330 --> 00:12:53.980 to turn strategy into action. 261 00:12:53.980 --> 00:12:57.100 Even that there is hope, often in the management team, 262 00:12:57.100 --> 00:13:00.100 a strong focus on digital and the great understanding, 263 00:13:00.100 --> 00:13:02.400 we need to do something about it and catch up. 264 00:13:05.090 --> 00:13:07.790 Now you may wonder how the companies are doing 265 00:13:07.790 --> 00:13:10.500 with regard to artificial intelligence. 266 00:13:10.500 --> 00:13:15.500 So 11% of the surveyed companies of the 1,800 267 00:13:15.560 --> 00:13:17.390 regard themselves as being leaders 268 00:13:17.390 --> 00:13:19.510 in artificial intelligence and, of course, 269 00:13:19.510 --> 00:13:22.930 we qualified the question to a large extent, 270 00:13:22.930 --> 00:13:25.840 so that we asked for specific parameters 271 00:13:25.840 --> 00:13:27.573 whether they already apply them. 272 00:13:28.440 --> 00:13:30.320 We find most of these companies, 273 00:13:30.320 --> 00:13:33.383 the 11% in technology and financial institutions. 274 00:13:34.760 --> 00:13:36.810 And in those companies about 10% 275 00:13:36.810 --> 00:13:39.050 of the overall digital workforce already work 276 00:13:39.050 --> 00:13:40.863 on AI-related topics. 277 00:13:41.910 --> 00:13:44.990 And those companies are in most of the cases, 278 00:13:44.990 --> 00:13:47.950 we call it data-centric organizations. 279 00:13:47.950 --> 00:13:50.990 So, 90% of those have a clear data strategy. 280 00:13:50.990 --> 00:13:55.170 87, to be precise, and about 80% have already 281 00:13:55.170 --> 00:13:57.330 data infrastructure in place, 282 00:13:57.330 --> 00:14:00.730 and also set up an agreed upon data governance. 283 00:14:00.730 --> 00:14:03.340 Data governance, out of the 36 dimensions, 284 00:14:03.340 --> 00:14:07.260 is the worst performing dimension of all. 285 00:14:07.260 --> 00:14:10.250 So, this is really also differentiating element 286 00:14:10.250 --> 00:14:13.310 because in many organizations, it's very difficult 287 00:14:13.310 --> 00:14:15.590 to agree on who has access to data. 288 00:14:15.590 --> 00:14:17.380 What is the single source of truth? 289 00:14:17.380 --> 00:14:19.460 What is all unified data model? 290 00:14:19.460 --> 00:14:21.170 And then, which is the foundation 291 00:14:21.170 --> 00:14:23.120 to actually leverage the value of data? 292 00:14:33.190 --> 00:14:35.900 So now I have a couple of questions for you 293 00:14:35.900 --> 00:14:38.410 that were also raised before. 294 00:14:38.410 --> 00:14:41.030 So, what is your digital maturity, 295 00:14:41.030 --> 00:14:44.580 the digital maturity of your specific organization? 296 00:14:44.580 --> 00:14:47.250 What is your target maturity state? 297 00:14:47.250 --> 00:14:48.580 When do you want to achieve it? 298 00:14:48.580 --> 00:14:51.190 How much time do you give yourself? 299 00:14:51.190 --> 00:14:53.530 What are the dimensions which will generate 300 00:14:53.530 --> 00:14:55.700 the largest return on invest for you 301 00:14:55.700 --> 00:14:57.800 because you cannot invest in all dimensions 302 00:14:57.800 --> 00:14:58.823 at the same time? 303 00:14:59.995 --> 00:15:02.450 Do you have transparency about what your competitors 304 00:15:02.450 --> 00:15:03.283 are doing? 305 00:15:03.283 --> 00:15:04.583 And are you fast enough? 306 00:15:06.460 --> 00:15:10.280 Is your initiative portfolio setting the right priorities 307 00:15:10.280 --> 00:15:13.020 to achieve the target state? 308 00:15:13.020 --> 00:15:16.280 Is it aligned with your resources and with your budgets 309 00:15:16.280 --> 00:15:17.800 that you are having? 310 00:15:17.800 --> 00:15:19.970 Do you maybe consider to fund the journey 311 00:15:19.970 --> 00:15:23.040 and also realize some savings along the way 312 00:15:23.040 --> 00:15:25.930 that will help you to fund parts 313 00:15:25.930 --> 00:15:28.295 of the investments into digitization? 314 00:15:28.295 --> 00:15:30.878 (lively music)