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(lively music)

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So I would like to cover four topics today.

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Number one, talk about how do we define digital

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and how do we define digital champions?

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Number two, understand whether to be a digital champion

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actually pays off?

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Number three, look at the digital maturity,

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the state of maturity in Asia and Europe

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and also in the U.S.

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And then last but not least, talk about the five boosters

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that basically digital champions apply

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in order to outperform their peers.

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So, the first question is

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how to define digital and I'm sure if I ask here,

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people in the room,

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I may get lots of different answers.

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We had the same experience at BCG

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and after some time we basically agreed,

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about two years ago on this framework,

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which we also apply with our clients.

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So, it is driven by basically six building blocks.

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It's the business strategy driven by digital.

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It is transforming the core of the company

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along the value chain,

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go-to-market, operations manufacturing,

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support functions, and shared services.

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It is about new digital growth

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which is investments and adjacent businesses

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which are not directly related to the core

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and it's about three major capabilities.

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Changing ways of working,

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you can also call it people and culture.

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Leveraging the power of data and technology,

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It's about leveraging the power

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of data and technology

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and last but not least, the partner ecosystem.

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A digital mature company is expected to basically

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develop digital capabilities and apply digital technologies

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across all six building blocks.

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If we do a double click on the six building blocks,

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we have 36 dimensions behind it

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and let me highlight three of those.

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One, you can find personalization

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in the bucket of digitizing the core

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especially in the field go-to-market.

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It's personalization.

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Personalization is about applying real-time analytics

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at the point of sale to create superior customer value,

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and you can also apply AI-based technologies

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in our breakout session at 2 p.m. in the afternoon,

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we will, for example, elaborate on Starbucks,

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how they are doing it.

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Another example is Agile at Scale.

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That was also mentioned earlier this morning.

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It's in the part of Changing Ways of Working:

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People and Culture.

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So in the past, it was always a pain

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between business and technology to work together.

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Agile ways of working now offer new ways of collaboration

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to get to faster outcome and shorter cycles

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with higher value and impact.

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And then a third example is world-class technology function

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in the bucket of data and technology.

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I mean many companies still struggle

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with an old enterprise IT function

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and now basically, it's leveraging the full value

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of technology,

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really creating a technology enabling,

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digital enabling technology function

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and this is what a world-class technology function is about.

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So with the help of all the global

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functional practice areas at BCG,

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we have basically defined four maturity stages

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for all the 36 dimensions

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and have codified it in the so-called

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DAI, Digital Acceleration Index Assessment.

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And with that you can basically,

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based on the input from one executive,

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also from a group of decision makers within a company,

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determine the current maturity state.

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We can also of course ask for the target maturity state

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for the importance of the different dimensions.

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The output is the so-called DAI.

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It's based on a score between zero and 100

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and 100 being the highest score, zero being the lowest score

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and it's defining what the current maturity state

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of the respective company is.

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And as you can see, it covers digital broadly end-to-end.

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It's not just focusing on specific aspects of digital

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but it's really about all the different dimensions

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and perspectives that can help to increase

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value of the company by using digital.

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Now what is the state of digital maturity?

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And this is based on the recent survey

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of 1,800 companies in Asia and in the U.S. and in Europe.

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So three observa⁠-

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And then you see basically here,

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one point per industry indicating the industry average

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that we have measured in the different regions.

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And you see also there,

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the legend was the explanations of the abbreviations.

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So the first finding is that tech and financial institutions

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are relatively mature compared to other industries.

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They have been dealing for years already

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with information processing.

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Information is at the center of these companies.

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This is also true for the teleco companies

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although we see here a difference.

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Asia is slightly behind

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whereas Europe and U.S. is slightly ahead.

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Of course there are always great players

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in different markets which are really excelling well,

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but on average, we see that in the teleco industry,

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Asia is a little bit behind.

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We believe it's driven by less regulatory constraints

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than in Europe and the U.S.

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The second observation is that there are

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some following industries,

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for example public sector where usually,

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you don't have the market pressure

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to digitize and innovate so much.

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We see also energy and consumer goods

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rather at the lower end of the spectrum.

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The third observation is,

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which is a positive message for you all,

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Asia is performing really well.

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Yeah so in various of the industries,

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Asia is ahead of the pack,

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and if you do a double click also in specific industries,

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we see that also the variance of the best

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and worst performing companies,

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smaller than for example in the U.S. and in Europe.

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So we expect that more companies in the U.S. and Europe

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are expected to fall behind,

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less in Asia.

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And one key driver of that is,

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that you are using here in Asia many platforms

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that actually pull in also the small and medium enterprises

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to offer their services on a digital platform.

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This is all based on the Digital Acceleration Index

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and digital champion actually performs

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above 67 data, 67 DAI points, a laggard scores below 43.

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Now, does it pay off to be a digital champion?

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The answer is yes, and we have various,

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you know, data examples for that.

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I've selected three here.

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So the first one is, every year we'll ask:

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Did you outperform your peers in 2019?

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And more than 60% of the champions said,

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yes, we outperformed our peers.

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We are doing really well.

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Whereas only a quarter,

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said it, of the digital laggards.

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We did many sectors studies at BCG

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and one example is an insurance where we surveyed

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more than 50 insurance companies in the world

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and we identified that the digital leaders

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had a higher customer satisfaction

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and could also outperform the laggards

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with regards to the decrease and the expense ratio.

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So, there's a four percentage-point average advantage

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of the digital champions versus the digital laggards.

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Another study we did is in the teleco industry.

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We had more than 80 teleco companies participating

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and we compared the market share development since 2012.

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And the outcome was that the digital leaders could actually

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increase the market share by seven percentage points,

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whereas the laggards were losing 11 percentage points.

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So here you can see it's really important

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to be at least mid-tier.

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If you are among the laggards, there is a problem.

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Now, what do the champions do

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to outpace and outperform the competitors?

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Number one, they invest in digital skills.

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They have more than 10% of their workforce

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working already in digital roles, which has two advantages.

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Number one, they attract digital talent

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and they invest to get people from the market,

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and also are able to scale up.

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And number two, they upskill those people,

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and they have people who can translate

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their strategy into action.

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Number two, they significantly invest into digital.

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This is all based on the statistical analysis of

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our study from the last three years.

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And it's the continued finding.

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So, the threshold is here investing more than 5% in digital,

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and we see, of course, that in some industries,

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this value is much higher.

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The third thing is they build digital capabilities,

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enabling capabilities, for example,

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data and digital platforms, a data lake,

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and then also some big data capabilities

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as one example to process data and get more value

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out of the existing customer and other company data.

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Number four, they don't just run pilots

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but they are capable of scaling up the pilots,

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and also connect them with the core.

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That's the fourth key element.

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And number five, they focus on new digital growth.

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I think one great example is, Amazon.

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They used the cloud first internally

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and now it has become a double-digit

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billion-dollar figure for them every year.

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So, it's worthwhile also to look into adjacent businesses.

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Now, if we go deeper,

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we see that, unfortunately the gap between the champions

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and the laggards is widening.

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And it's widening quite significantly.

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So, the laggards are at risk to fall further behind.

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And we see that on the left-hand side

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with the digital talent.

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So the leaders, the champions already have more than

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10% of the workforce working in digital roles

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and they also plan to substantially,

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basically upskill and hire more people

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with digital skills, versus the laggards.

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So it's not that the laggards are now catching up,

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but the laggards plan to do less in that space

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and are further at risk to fall behind.

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It's even worse on the technology and IT side.

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So here we see that the champions

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have an average score of 78 out of zero to 100,

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whereas the laggards have a score of 29

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and the leaders plan to invest 22%

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of their overall digital investment into technology,

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whereas the laggards only plan 16% to invest.

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And in addition, the laggards invest overall

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less than digital.

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So, the absolute numbers are dramatically smaller.

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And this is a big risk.

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So digital will be a diverging force between the leaders

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and, or the champions and the laggards.

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Another key differentiator is that I elaborated on,

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scaling up pilots and putting strategy into action.

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We see that there is a huge gap

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between the champions and the laggards

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in operationalizing the strategy.

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So these are all the five building blocks

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below the digital strategy,

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which is on top of our framework.

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So, you see a 27 versus a 77 as the score.

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And on the right-hand side you see that

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the champions scale up beyond the pilots,

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so over 50% already in the phase of realizing

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substantial value from pilots and integrating it

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in the core business.

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Why is it so difficult for laggards to do it?

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Number one, it's very difficult to connect

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when you have a rather complex application landscape,

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new pilots and infrastructure for new pilots

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with the core of the technology platform.

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Number two, still, many of them work in silos

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between business and technology.

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And number three, they have big difficulties

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to manage the data.

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They don't have yet a unified data model,

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they don't have a proper data governance in place.

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And this is why it's so hard for them

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to turn strategy into action.

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Even that there is hope, often in the management team,

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a strong focus on digital and the great understanding,

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we need to do something about it and catch up.

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Now you may wonder how the companies are doing

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with regard to artificial intelligence.

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So 11% of the surveyed companies of the 1,800

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regard themselves as being leaders

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in artificial intelligence and, of course,

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we qualified the question to a large extent,

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so that we asked for specific parameters

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whether they already apply them.

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We find most of these companies,

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the 11% in technology and financial institutions.

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And in those companies about 10%

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of the overall digital workforce already work

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on AI-related topics.

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And those companies are in most of the cases,

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we call it data-centric organizations.

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So, 90% of those have a clear data strategy.

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87, to be precise, and about 80% have already

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data infrastructure in place,

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and also set up an agreed upon data governance.

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Data governance, out of the 36 dimensions,

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is the worst performing dimension of all.

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So, this is really also differentiating element

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because in many organizations, it's very difficult

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to agree on who has access to data.

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What is the single source of truth?

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What is all unified data model?

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And then, which is the foundation

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to actually leverage the value of data?

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So now I have a couple of questions for you

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that were also raised before.

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So, what is your digital maturity,

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the digital maturity of your specific organization?

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What is your target maturity state?

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When do you want to achieve it?

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How much time do you give yourself?

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What are the dimensions which will generate

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the largest return on invest for you

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because you cannot invest in all dimensions

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at the same time?

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Do you have transparency about what your competitors

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are doing?

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And are you fast enough?

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Is your initiative portfolio setting the right priorities

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to achieve the target state?

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Is it aligned with your resources and with your budgets

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that you are having?

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Do you maybe consider to fund the journey

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and also realize some savings along the way

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that will help you to fund parts

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of the investments into digitization?

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(lively music)