Transforming operations management for a digital world

Posted in Aktuellt, Board work / Styrelsearbete, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Strategy implementation / Strategiimplementering, Technology on October 13th, 2016 by admin

When combined, digital innovation and operations-management discipline boost organizations’ performance higher, faster, and to greater scale than has previously been possible.

In every industry, customers’ digital expectations are rising, both directly for digital products and services and indirectly for the speed, accuracy, productivity, and convenience that digital makes possible. But the promise of digital raises new questions for the role of operations management—questions that are particularly important given the significant time, resources, and leadership attention that organizations have already devoted to improving how they manage their operations.

At the extremes, it can sound as if digitization is such a break from prior experience that little of this history will help. Some executives have asked us point blank: “If so much of what we do today is going to be automated—if straight-through processing takes over our operations, for example—what will be left to manage?” The answer, we believe, is “quite a lot.”

More digital, more human
Digital capabilities are indeed quite new. But even as organizations balance lower investment in traditional operations against greater investment in digital, the need for operations management will hardly disappear. In fact, we believe the need will be more profound than ever, but for a type of operations management that offers not only stability—which 20th-century management culture provided in spades—but also the agility and responsiveness that digital demands.

The reasons we believe this are simple. First, at least for the next few years, to fully exploit digital capabilities most organizations will continue to depend on people. Early data suggestdw1 that human skills are actually becoming more critical in the digital world, not less. As tasks are automated, they tend to become commoditized; a “cutting edge” technology such as smartphone submission of insurance claims quickly becomes almost ubiquitous. In many contexts, therefore, competitive advantage is likely to depend even more on human capacity: on providing thoughtful advice to an investor saving for retirement or calm guidance to an insurance customer after an accident.

That leads us to our second reason for focusing on this type of operations management: building people’s capabilities. Once limited to repetitive tasks, machines are increasingly capable of complex activities, such as allocating work or even developing algorithms for mathematical modeling. As technologies such as machine learning provide ever more personalization, the role of the human will change, requiring new skills. A claims adjuster may start by using software to supplement her judgments, then help add new features to the software, and eventually may find ways to make that software more predictive and easier to use.

Acquiring new talents such as these is hard enough at the individual level. Multiplied across an organization it becomes exponentially more difficult, requiring constant cycles of experimentation, testing, and learning anew—a commitment that only the most resilient operations-management systems can support.

Seizing the digital moment
And if digital needs operations management, we believe it’s equally true that operations management needs digital. Digital advances are already making the management of operations more effective. Continually updated dashboards let leaders adjust people’s workloads instantly, while automated data analysis frees managers to spend more time with their teams.

The biggest breakthroughs, however, come from the biggest commitment: to embrace digital innovation and operations-management discipline at the same time. That’s how a few early leaders are becoming better performers faster than they ever thought possible. At a large North American property-and-casualty insurer, for example, a revamped digital channel has reduced call-center demand by 30 percent in less than a year, while improved management of the call-center teams has reduced workloads an additional 25 percent.

Achieving these outcomes requires organizations to tackle four major shifts.

Digital and analog, reinforcing each other
Digitization can be dangerous if it eliminates opportunities for productive human (or “analog”) intervention. The goal instead should be to find out where digital and analog can each contribute most.

That was the challenge for a B2B data-services provider, whose customized reports were an essential part of its white-glove business model. Rather than simply abandon digitization, however, the company enlisted both customers and frontline employees to determine which reports could be turned into automated products that customers could generate at will.

Working quickly via agile “sprints,” developers tested products with the front line, which was charged with teaching customers how to use the automated versions and gathering feedback on how they worked. The ongoing dialogue among customers, frontline employees, and the developer team now means the company can quickly develop and test almost any automated report, and successfully roll it out in record time.

Driving digital, enterprise-wide
Developing new digital products is only the beginning, as a global bank found when it launched an online portal. Most customers kept to their branch-banking habits—even for simple transactions and purchases that the portal could handle much more quickly and cheaply.

Building the portal wasn’t enough, nor was training branch associates to show customers how to use it. The whole bank needed to reorient its activities to showcase and sustain digital. That meant modifying roles for everyone from tellers to investment advisers, with new communications to anticipate people’s concerns during the transition and explain how customer service was evolving. New feedback mechanisms now ensure that developers hear when customers tell branch staff that the app doesn’t read their checks properly.

Within the first few months, use of the new portal increased 70 percent, while reductions in costly manual processing means bringing new customers on board is now 60 percent faster. And throughout the changes, employee engagement has actually improved.

Realigning from the customer back
The next shift redesigns internal roles so that they support the way customers work with the organization. That was the lesson a major European asset manager learned as it set out on a digital redesign of its complex, manual processes for accepting payments and for payouts on maturity. The entire organization consisted of small silos based on individual steps in each process, such as document review or payment processing—with no real correlation to what customers wanted to accomplish. The resulting mismatch wasted time and effort for customers, associates, and managers alike.

The company saw that to digitize successfully, it would have to rethink its structure so that customers could easily move through each phase of fulfilling a basic need: for instance, “I’ve retired and want my annuity to start paying out.” The critical change was to assign a single person to redesign each “customer journey,” with responsibility not only for overseeing its digital elements but also for working hand in glove with operations managers to ensure the entire journey worked seamlessly. The resulting reconfiguration of the organization and operations-management systems reduced handoffs by more than 90 percent and cycle times by more than half, effectively doubling total capacity.

Making better leaders through digital
The final shift is the furthest reaching: digital’s speed requires leaders and managers to develop much stronger day-to-day skills in working with their teams. Too often, even substantial dw2behavior changes don’t last. That’s when digital actually becomes part of the solution.

About two years after a top-to-bottom transformation, cracks began to show at a large North American property-and-casualty insurer. Competitors began to catch up as associate performance slipped. Managers and leaders reported high levels of stress and turnover.

A detailed assessment found that the new practices leaders had adopted—the cycle of daily huddles, problem-solving sessions, and check-ins to confirm processes were working—were losing their punch. Leaders were paying too little attention to the quality of these interactions, which were becoming ritualized. Their people responded by investing less as well.

Digital provided a way for leaders to recommit. An online portal now provides a central view of the leadership activities of managers at all levels. Master calendars let leaders prioritize their on-the-ground work with their teams over other interruptions. Redefined targets for each management tier are now measured on a daily basis. The resulting transparency has already increased engagement among managers, while raising retention rates for frontline associates.

Organizations investing in human and digital capabilities can start by asking themselves several critical questions:

Do we really understand how customers interact with us now, and how they want to in the future?

How can we give customers the experience they want, no matter which digital and human channels they use?

How can we speed our metabolism so we can uncover new opportunities for better performance?

Can our culture become flexible enough for us to collaborate effectively with our customers through constant change?

Capturing the digital opportunity will require even greater operations-management discipline. But digital also makes this discipline easier to sustain. Adding the two together creates a powerful combination.

Source:, October 2016
By: Albert Bollard, Alex Singla, Rohit Sood, and Jasper van Ouwerkerk
About the authors: Albert Bollard is an associate partner in McKinsey’s New York office, Alex Singla is a senior partner in the Chicago office, Rohit Sood is a partner in the Toronto office, and Jasper van Ouwerkerk is a senior partner in the Amsterdam office.

Ledarskap för digitalisering

Posted in Aktuellt, Board work / Styrelsearbete, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Technology on October 5th, 2016 by admin

Frågan den som vill stresstesta sin egen organisation bör besvara är om det i dagsläget finns ett ledarskap och en kultur som krävs för att möta den förändring digitaliseringen för med sig, t ex dra full nytta av digitaliseringens möjligheter. En av de viktigaste grundbultarna som lyfts fram i studier om digital transformation av verksamheter är att det är en fråga för VD:n och styrelsen och att de inte får lämpa över ett så viktigt arbete till IT-chefen.

Att ställa om en organisation till digitalt leder oundvikligen till en del smärtsamma omställningar för individer i organisationen. Det handlar om roller som får mindre att tycka till om, om chefer som får mindre makt, om resurser som styrs om och om större krav på snabbrörlighet i organisationen. Denna ledarskapsutmaning är i sig ett tecken på det som karaktäriserar den digitaldisrupdigitala omställningen – den bryter upp de silos där vi är trygga och tvingar oss alla ut på djupt vatten.

Nära hälften av alla chefer, oavsett om de har en IT-roll eller inte, har varit med och fattat strategiska beslut kring digitalisering. Det kommer inte som någon överraskning att över hälften av dessa chefer (chefer som varit delaktiga i IT-beslut men som inte formellt har en roll inom IT) säger att de inte känner sig ha tillräckligt med kompetens för att fatta sådana beslut . Oavsett om man känner sig redo eller inte kommer fler och fler chefer bli inblandade i beslut som rör digitalisering. Det blir därför en kärnfråga att utbilda alla beslutsfattare i de villkor och möjligheter som digitaliseringen för med sig. Men hur ska man då vara och agera för att vara en bra digital ledare?

Fyra nycklar för digitala ledare
Idealt är det VD som tar täten i omställningen mot att bli en sant digital organisation. Att driva en sådan omvälvande förändring kräver ett starkt och uthålligt ledarskap som vågar ta obekväma beslut och driva igenom nödvändiga organisationsförändringar, maktförskjutningar och kulturskiften . Men samtidigt som VD behövs för att digitaliseringen ska lyckas sätter transformationen också press på alla ledare i verksamheten att ställa om till ett digitalt och innovativt mindset.
Fyra nyckelfaktorer kan ringas in när det gäller ledarskap för digital transformation.

1. Helhetsperspektiv
Skaffa er en samlad helhetsbild över vart utvecklingen är på väg. Bryt silos, lös upp revir och anställ generalister som förstår helhet och affär för att leda förändringen mot digitalt.

2. Säg hej då till det gamla
Var snabb när det gäller att förstå vilka kompetenser och avdelningar som blir obsoleta i det nya paradigmet och satsa på att skola om dem. Det blir för dyrt och trögt att hålla fast vid det gamla.

3. Snabbhet och innovation
Se till att dina gamla processer inte sinkar den digitala utvecklingen. Digital innovation kan gå snabbare än innovation i hårdvara och förväntas därför göra det. Eftersom digitaliseringen kommer genomsyra hela verksamheten kommer också innovation förväntas av alla.

4. Vision och strategi framför kontroll
Visioner, strategier och ramverk främjar innovation – kontroll dämpar. Sätt upp ambitiösa mål som inspirerar till helt nya sätt att jobba. Gör alla ledare till innovationsledare.

Källa: Kairosfuture.som, 5 oktober 2016
Del av artikel. Läs h e l a artikeln här.
Läs mer om Kairos Future här

Boosta din karriär med Snapchat

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap, Technology on August 13th, 2016 by admin

“Vi nås av cirka 5.000 budskap per dygn, sju till tio av dem kommer vi ihåg”
Hur säkerställer du att din / er kommunikation når fram?

Jackie Kothbauer är expert på sociala medier och det personliga varumärket. Hon förklarar vilka fördelar och möjligheter det finns, både för den enskilde individen och för företag, med att vara närvarande på sociala medier som Snapchat, Instagram och Facebook.

Jackie Kothbauer har jobbat som digital affärsutvecklare, venture manager, journalist och head of content. I dag jobbar hon som författare och föreläsare inom ett ämne som hon brinner för: det personliga varumärket i sociala 1
— Först jobbade jag i tio år som digital affärsutvecklare och lanserade Sveriges första webbportal. Det var parallellt med att sattes på banan, säger Jackie.

Webben var fortfarande jungfrulig mark och företag visste inte hur de skulle skapa det digitala kundmötet. Förväntningarna på e-handelns volymer var stora. Det skulle dock dröja många år innan kunderna erbjöds ett utbud, som gav dem anledning att överge den fysiska handeln.

— Under många år var e-handel och webbplatser stela broschyrer i digital form. I dag har integrationen mot sociala medier och fysiska butiker revolutionerat vårt sätt att handla. Ett köp på nätet tar i snitt 3 minuter att genomföra, men leveransen 3 dagar. Så potentialen är alltjämt stor.

Men Jackie hade en annan karriärdröm som hon beslöt sig för att försöka uppnå.

— Jag hade drömmen om att skriva böcker. Men jag hade ingen roman i huvudet. Så jag gjorde en marknadsundersökning och upptäckte att de enda författarna som kunde försörja sig var Jan Guillou, Liza Marklund, Måns Kallentoft och Camilla Läckberg och liknande. Deras bakgrund var antingen journalistik eller ekonomi. Då tänkte jag att om jag lägger till journalistik till min högskoleutbildning inom ekonomi, skulle det ordna sig på något vänster. Samtidigt slog sociala medier igenom och plötsligt hittade mitt ämne – människan som mediekanal. Nästan lite Matrix och Bladerunner.

Jackies passion för sociala medier och hennes bakgrund inom kundbeteende på internet gav henne en tydlig bild av framtiden. Hon förutspådde att det personliga varumärket skulle bli allt viktigare och bestämde sig för att lära sig allt som fanns kring ämnet.

– Jag såg möjligheten för den enskilda individen att boosta sin karriär eller bli framgångsrik företagare. Allt handlar ju i grunden om att erbjuda marknaden något den behöver och är beredd att betala för. I takt med att sociala medier har ökat i betydelse för marknadsföring och försäljning har en ny roll växt fram – medarbetaren som språkrör för sin arbetsgivare.

Anställda inom försäljning och rekrytering är enligt Jackie Kothbauer de som varit snabbast med att anamma sociala medier som verktyg för att hitta kunder respektive kandidater. De företag som ligger längst fram försöker dock bredda satsningen och få alla sina medarbetare att bli digitala ambassadörer.

– I takt med att kunder och jobbsökare använder nätet för att hitta en produkt eller ett nytt jobb är det logiskt att företag försöker nå ut bättre. Vem är mer trovärdig som representant för en organisation än deras nuvarande medarbetare?

Under min intervju med Jackie så är det någonting som slår mig – hon har hittat sin passion. Hon berättar initierat och med glöd om det personliga varumärket och hur framtiden kommer att se ut knutet till sociala medier.

– Ibland får jag frågan: Kan alla bygga ett eller har alla ett personligt varumärke? Då skulle jag säga: “Nej, alla har inte det.”. Det är en sak att ha en personlig relation och vara känd av någon du umgås med. Det är en helt annan sak att en person som aldrig har träffat dig utan problem kan leta rätt på dig och har en tydlig uppfattning om vem du är. Först då har du ett personligt varumärke.

Jackie lägger en stark betoning på hur viktigt det är för företag att se värdet i sina medarbetare och deras nätverk i sociala medier.
— De nätverken innehåller ett förtroendekapital, som sällan finns mellan en kommersiell aktör och en kund. Om du kan få dina medarbetare och kunder att prata om dina produkter och tjänster, har du skapat världens effektivaste försäljningskanal. Vi har bara sett början av denna utveckling i takt med att reklamtröttheten ökar och mobilen ökar vår konsumtion av sociala medier.

sm 2Ett budskap från en medarbetare skapar större förtroende än traditionell reklam, enligt Jackie.
— Vi nås av cirka 5.000 budskap per dygn, sju till tio av dem kommer vi ihåg. Det betyder att bortfallet är enormt! De människor vi har en relation till använder vi redan i dag i sociala medier för att bli tipsade om värdefulla, intressanta nyheter. Utnyttja den dialogen och försök få in era budskap där.
— Det mest intressanta är om medarbetare sprider budskapen i sina professionella nätverk på sociala medier. Där har de ofta kunder och kontakter som tillskriver dem en högre trovärdighet.

De senaste åren har Jackie sett att värdet av ett personligt varumärke digitalt har blivit allt viktigare och mer värdefullt, precis som hon förutspådde. Intressant nog visar studier att det inte är de mest uppenbara talespersonerna som är mest effektiva.
—Vd:n är ju den vanligaste talespersonen, men samtidigt är alla medvetna om att hen är en säljare som försöker hålla kunder, aktieägare och andra stakeholders på gott humör. När kunden träffar en enskild medarbetare, som är kunnig inom sitt område är trovärdigheten i budskapet så mycket högre. Det beror inte minst på att de flesta enbart möter en vd via massmedier. En miljö som generellt påverkar trovärdigheten negativt.

Medarbetaren som språkrör är inget nytt, enligt Jackie. I vissa branscher som politik, IT och finans har man länge låtit medarbetare agera experter i olika medier.
— Evangelists har funnits sedan 1980-1990-talen inom techbranschen. De var bland de första som blev stora på Twitter när det startade också. Chefsekonomer är populära inom finans och inom politiken har sakkunniga talespersoner för olika ämnen byggts upp av partier för ökat genomslag. Vi minns alla hur Carl Bildt blev betydligt större än sitt parti i sociala medier. Även när han inte var minister.

Enligt Jackie är det en bra idé att bygga sina medarbetares personliga varumärke utifrån deras expertområde. Det maximerar deras trovärdighet. På motsvarande sätt har vi alla större tilltro till dem bland våra vänner som är nerdar och uttalar sig kring sina favoritämnen. De är en slags amatörevangelists och inte minst inom tech- och gamingindustrin har företag varit duktiga på odla relationerna till dessa nyckelkunder.
– Det som techindustrin gjort är intressant. Microsoft, Apple och andra IT-giganter har länge haft anställda evangelists. Det beror på att produktutvecklingen i deras branscher går så snabbt att kundens informationsbehov vid köp är stort. Alla vill ha det senaste och bästa, vilket gör rekommendationer och utvärderingar av experter extra värdefullt.

Jackie menar att företag behöver utbilda sina medarbetare för att bättre utnyttja att 50-70 procent av kundens köpprocess i dag, både inom B2B och B2C, sker på nätet. Sociala medier är en allt viktigare källa till affärer.
— De flesta känner sig inte som ett språkrör, som en Carl Bildt eller Fredrick Federley, som sprutar ut sig massa spännande inlägg. Det går dock att ge kommunikationsavdelningen uppdraget att bli deras spökskrivare. Företagen bör skicka ut ett nyhetsbrev en gång i veckan med exempel på uppdateringar som passar sociala medier. Undvik att bli för ensidigt säljande genom att max hälften av materialet handlar om det egna företaget och dess produkter. Låt andra hälften handla om branschen och världen runt omkring.

Jackie ser nya möjligheter inom de relativt unga sociala mediekanalerna Snapchat och Instagram och tror att företag har mycket att vinna på att lära sig dem.
— Det som är intressant med att vi har så många olika kanaler är att det börjar bli väldigt olika karaktärer på dem. Snapchat får Facebook att framstå som en runsten. Stel och rörig. Både Snapchat och Instagram har rena, enkla gränssnitt medan Facebook är som en gammal dagstidning. Gott och blandat.

Trenderna ändrar sig inom de sociala medierna. Bland annat visar statistiken att vi delar allt mindre eget material från våra liv på Facebook. Istället är det videoklipp, tidningsartiklar och eventnyheter som börjat dominera nyhetsflödet. Livesändningar från diverse mediekanaler är den senaste flugan.
– På Snapchat är det tvärtom. Där är det bara privata nyheter som gäller. Det som var Facebook för tio år sedan.

Det finns många fördelar för företag att vara aktiva på sociala medier, menar Jackie. En av de största är rekryteringspotentialen. Alla dagens medarbetare finns på nätet. Varför inte engagera dem i jakten på kollegor de skall möta varje dag på jobbet?
— Redan i dag förmedlas åtta av tio jobb, och nio av tio av konsultuppdrag via kontakter. En viktig anledning för alla människor att skaffa sig en bra nätprofil och bygga ut sitt kontaktnät. Bättre och viktigare sätt att framtidssäkra karriären finns inte. Alla som söker sig mot arbetsmarknaden under 30, framförallt inom bristyrken som företagen slåss om, som exempelvis programmerare och tekniska projektledare, finns på sociala medier. Därför kommer vi att se rekryterare bygga sina kontaktnät och personliga varumärken betydligt mer målmedvetet fram över. Talent manager är den nya trendtiteln inom HR och avser de rekryterare som har de attraktivaste kandidaterna i sitt stall. Vi går mot långsiktiga relationer där rätt talent manager hjälper dig att skapa en framgångsrik karriär.

Jackie menar att medarbetarnas sociala medienärvaro blir en indirekt form av rekryteringsprocess. För målmedvetna kandidater är framtida kollegor en viktig del av attraktionskraften i en tjänst. De innebär inte bara en chans att lära sig och utvecklas. En framgångsrik karriär kräver att du hamnar i rätt kretsar och odlar ditt kontaktnät.
— Arbetsgivare med duktiga medarbetare får via deras nätverk tillgång till en värdefull talangpool. Allt från studiekamrater till privata vänner. Att aktivera dessa nätverk är en framgångsfaktor i den sociala ekonomin.

Det är stor skillnad på generationerna och deras inställning till sociala medier. Jackie berättar om en senior partner på en advokatbyrå hon träffade.
— Han sa att han absolut inte fanns på Facebook, utan endast hans fru och att hon endast var där för att se bilder på barnbarnen. Hans inställning till sociala medier andades ett djupt förakt, en föreställning om ytlighet och narcissism, och att kunna föreställa sig sociala medier som ett arbetsredskap var omöjligt. Den äldre generationen inom jurister har ju den inställningen att de ska verka men inte synas, det gamla Wallenberg-citatet. Det är klienterna som ska synas.

Jackie kollade sedan upp hans son och såg en tydlig kontrast mellan generationerna.SM 3
— Han fanns naturligtvis på alla kanaler och bygger sitt varumärke på dem. Skillnaden mellan deras inställningar till sociala medier är ju då astronomisk även fast de har exakt samma yrke. Det gäller att vara offensiv, tänk som Fredrik Eklund, stjärnmäklaren. Han säger alltid: “Varenda människa jag träffar är potentiellt kunden till min nästa lägenhet.”. Han vågar vara personlig.

Att vara personlig på sociala medier är en av nycklarna till bygga ett framgångsrikt personligt varumärke, menar Jackie. Men det finns vissa branscher där det ställs högre krav på att behärska nätetiketten.
— Det är självklart att det inom vissa områden inte är lika enkelt, där det till exempel handlar om sekretess. Som exempelvis politiker, sjukvården, rättsmonopolet och utbildningsväsendet.

Så skapar du ett framgångsrikt personligt varumärke på sociala medier
Jackie Kothbauer har några generella tips för den som vill skapa ett framgångsrikt personligt varumärke på sociala medier:

1. För det första ska man förstå att ett personligt varumärke är en relation. Du måste från första början fundera på vem din målgrupp är. Hur kan mötet på nätet värdeladda er relation? Vad gör det värt deras tid och uppmärksamhet att ta del av dina uppdateringar. Gör du rätt blir du uppskattad. Gör du riktigt ifrån dig kan du bli affärskritisk.
2. För det andra bör du hitta en periodicitet, hur ofta ska ni träffas och umgås. Inte för sällan. Då blir du aldrig viktig. Inte för ofta. Då tar du för mycket plats.
3. Sedan ska du aldrig gå ut och bygga något i fler än tre kanaler samtidigt. Tänk på att det är en relation du bygger. Gör det hellre bra och med engagemang än spretigt och ofokuserat.

Källa:, augusti 2016
Intervju med: Jackie Kothbauer

Öka kundnyttan med livechatt

Posted in Aktuellt, Customer care / Kundvård, Executive Team / Ledningsgruppsarbete, Technology on April 13th, 2016 by admin

Livechatt har blivit en allt viktigare kommunikationskanal med kunder. Livechatten öppnar för både bättre kundservice och högre konverteringsgrad.
I takt med att webben blir allt viktigare både för kommunikation och transaktioner har livechatten blivit ett intressant verktyg för en bättre kundupplevelse. Bland B2B-företag är det mycket vanligt med livechatt och allt fler e-handlare erbjuder livechatt som en av flera kommunikationskanaler med kunderna.

– Vi har ungefär lika många kundkontakter via livechatt som telefon varje dag. Fördelen med livechatt är att en person kan hantera åtta kunder samtidigt medan det bara går att prata med en medlivechat telefon, säger Joel Svensson, grundare av nätbutiken Partykungen.
Vi vet att de flesta kunderna överger sina kundkorgar på nätet. En kundchatt vid rätt tillfälle kan minska andelen som överger butiken utan att handla.

Statistiken talar ett tydligt språk:
81 procent av svenska nätkunder anser att kontakten med kundservicen är viktig vid val av nätbutik, enligt E-barometerns årsrapport 2015 från Postnord.
44 procent av amerikanerna anser att det är viktigt att få svar på en fråga live medan hen handlar, enligt Forrester.
55 procent av amerikanerna är beredda att överge en nätbutik om de inte snabbt får svar på en fråga, enligt Forrester.
Fördelarna med en livechatt för kunden är att hen inte behöver ägna all sin uppmärksamhet åt kommunikationen med kundtjänst. Kunden kan fortsätta att titta på produkter, kolla mejl eller Facebook samtidigt som hen får svar på en fråga live.

För en yngre generation kan livechatt kännas bekvämare och mer hemtamt än en telefonkonversation. Dessutom får kunderna normalt sin fråga besvarad snabbare via livechatt än telefon. Statistik från livechatt-tjänsten Zopim visar att det i snitt tar 23 sekunder från kundens intiativ att kontakta en livechatt och tills hen får första svaret från kundtjänst.
Det går dessutom att arbeta proaktivt med livechatt. I mån om tid kan kundtjänstpersonal aktivt kontakta besökare i nätbutik vid den delen av köpprocessen där störst andel hoppar av sin kundvagn. Det finns exempel på företag som ökat sin konverteringsgrad från en till tjugo procent med en proaktiv livechatt.

Källa:, 13 april 2016

Fyra viktiga trender inom digital marknadsföring 2016

Posted in Aktuellt, Board work / Styrelsearbete, Executive Team / Ledningsgruppsarbete, Försäljning / Sales, Technology on February 15th, 2016 by admin

Samtidigt som digital marknadsföring växer kraftigt blir verktygen och metoderna allt mer förfinade. Vad är det som gäller 2016?

Tillväxten inom digital marknadsföring handlar om mer än kronor och ören. Begrepp som Programmatic, Automation, Content Marketing och Native Advertising håller på att förändra hur vi ser på marknadsföring och i ännu högre utsträckning hur vi i praktiken arbetar med marknadsföring. Med allt mer förfinade metoder och tekniker blir kompetenskraven allt högre på marknadsförare.

Investeringarna i marknadsföring kommer att öka med 2,2 procent i år, enligt Institutet för reklam och mediestatistik. Men den förändringskraftenDigital m 1 kommer ifrån segment som mobilmarknadsföring och webb-tv som kommer att växa med 40 procent. Även gamla trotjänare som sökmarknadsföring beräknas växa med 20 procent medan print fortsätter att tappa.

Det finns en handfull trender som marknadsförare måste ha full koll på 2016 för att inte hamna fel i marknadsföringsmixen.
Content Marketing. Att bygga relationer med kunder och sälja med hjälp av värdefullt innehåll är inte nytt, men digitaliseringen och den allt högre brusnivån i medierna har gjort Content Marketing till en av de hetaste trenderna inom marknadsföring. Samtidigt som gammelmedia har stora problem frodas content marketing-byråerna och varenda företag med självaktning verkar söka efter en Content Marketing Manager. När Google skriker efter kvalitetsinnehåll är det vanliga företag som har råd att investera i innehåll, medan mediernas allt mindre redaktioner lätt hemfaller till klickjournalistik.

Automation. När olika typer av digital marknadsföring och kanaler delar sig likt bakterier blir det övermäktigt för marknadsförare att administrera och utveckla alla nya typer av digital marknadsföring. Det är här automation kommer in. Genom att utnyttja verktyg som exempelvis skapar personaliserade mejlutskick utifrån kundernas beteende blir det enklare att hinna med. Att det dessutom går att presentera personaliserade budskap och landningssidor när kunder besöker sajter och nätbutiker är ytterligare ett sätt att utnyttja automation. Med nya programvaror som kan skapa unika texter för varje enskild besökare finns det egentligen ingen gräns för hur långt automationen kan drivas.
Digital m 2Programmatic. Programmatic är egentligen att specialfall av automation. Här handlar det om annonsnätverk som i realtid handlar upp banervisningar eller video-spottar där sedan avancerade algoritmer silar fram förfinade målgrupper på breda mediesajter. Tiden när marknadsförare köpte visningar manuellt och betalade premium för att visas på varumärkessäkra sajter är förbi. 80 procent av de större svenska mediehusen och annonssajterna var i höstas öppna för programmatiska annonsköp, enligt en studie av IAB Sverige.

Native Advertising. Att företag presenterar reklambudskap i redaktionellt format på mediesajter växer kraftigt. Både gamla och nya mediehus ser native advertising som räddaren i nöden när Adblockers knaprar på reklamintäkterna. För annonsörerna ger native advertising mer klick än traditionella banners, det gäller särskilt mobila användare.

Trenderna handlar om att hantera en snabbt föränderlig medieverklighet och den gemensamma nämnaren är att bli relevant för kunderna. Massmarknadsföringens tidevarv håller på att avlösas av personaviseringens tidevarv spetsad med relevant innehåll.

Källa: JaJaMagazine,, 19 januari 2016

What ‘digital’ really means

Posted in Aktuellt, Board work / Styrelsearbete, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Strategy implementation / Strategiimplementering, Technology on February 2nd, 2016 by admin

Everyone wants to go digital. The first step is truly understanding what that is.

Companies today are rushing headlong to become more digital. But what does digital really mean?

For some executives, it’s about technology. For others, digital is a new way of engaging with customers. And for others still, it represents an entirely new way of doing business. None of these definitions is necessarily incorrect. But such diverse perspectives often trip up leadership teams because they reflect a lack of alignment and common vision about where the business needs to go. This often results in piecemeal initiatives or misguided efforts that lead to missed opportunities, sluggish performance, or false starts.

digi 2Even as CEOs push forward with their digital agendas, it’s worth pausing to clarify vocabulary and sharpen language. Business leaders must have a clear and common understanding of exactly what digital means to them and, as a result, what it means to their business (for a deeper look at how companies can develop meaningful digital strategies and drive business performance, see “Raising your Digital Quotient”).

It’s tempting to look for simple definitions, but to be meaningful and sustainable, we believe that digital should be seen less as a thing and more a way of doing things. To help make this definition more concrete, we’ve broken it down into three attributes: creating value at the new frontiers of the business world, creating value in the processes that execute a vision of customer experiences, and building foundational capabilities that support the entire structure.

Creating value at new frontiers
Being digital requires being open to reexamining your entire way of doing business and understanding where the new frontiers of value are. For some companies, capturing new frontiers may be about developing entirely new businesses in adjacent categories; for others, it may be about identifying and going after new value pools in existing sectors.

Unlocking value from emerging growth sectors requires a commitment to understanding the implications of developments in the marketplace and evaluating how they may present opportunities or threats. The Internet of Things, for example, is starting to open opportunities for disrupters to use unprecedented levels of data precision to identify flaws in existing value chains. In the automotive industry, cars connected to the outside world have expanded the frontiers for self-navigation and in-car entertainment. In the logistics industry, the use of sensors, big data, and analytics has enabled companies to improve the efficiency of their supply-chain operations.

At the same time, being digital means being closely attuned to how customer decision journeys are evolving in the broadest sense. That means understanding how customer behaviors and expectations are developing inside and outside your business, as well as outside your sector, which is crucial to getting ahead of trends that can deliver or destroy value.

Creating value in core businesses
Digital’s next element is rethinking how to use new capabilities to improve how customers are served. This is grounded in an obsession with understanding each step of a customer’s purchasing journey—regardless of channel—and thinking about how digital capabilities can design and deliver the best possible experience, across all parts of the business. For example, the supply chain is critical to developing the flexibility, efficiency, and speed to deliver the right product efficiently in a way the customer wants. By the same token, data and metrics can focus on delivering insights about customers that in turn drive marketing and sales decisions.

Critically, digital isn’t about just working to deliver a one-off customer journey. It’s about implementing a cyclical dynamic where processes and capabilities are constantly evolving based on inputs from the customer, fostering ongoing product or service loyalty. Making this happen requires an interconnected set of four core capabilities:

Proactive decision making. Relevance is the currency of the digital age. This requires making decisions, based on intelligence, that deliver content and experiences that are personalized and relevant to the customer. Remembering customer preferences is a basic example of this capability, but it also extends to personalizing and optimizing the next step in the customer’s journey. Data providers such as ClickFox, for example, blend data from multiple channels into one view of what customers are doing and what happens as a result. In the back office, analytics anddigi 1 intelligence provide near-real-time insights into customer needs and behaviors that then determine the types of messages and offers to deliver to the customer.

Contextual interactivity. This means analyzing how a consumer is interacting with a brand and modifying those interactions to improve the customer experience. For example, the content and experience may adapt as a customer shifts from a mobile phone to a laptop or from evaluating a brand to making a purchasing decision. The rising number of customer interactions generates a stream of intelligence that allows brands to make better decisions about what their customers want. And the rapid rise of wearable technology and the Internet of Things represents the latest wave of touchpoints that will enable companies to blend digital and physical experiences even more.

Real-time automation. To support this cyclical give-and-take dynamic with customers and help them complete a task now requires extensive automation. Automation of customer interactions can boost the number of self-service options that help resolve problems quickly, personalize communications to be more relevant, and deliver consistent customer journeys no matter the channel, time, or device. Automating the supply chain and core business processes can drive down costs, but it’s also crucial to providing companies with more flexibility to respond to and anticipate customer demand.

Journey-focused innovation. Serving customers well gives companies permission to be innovative in how they interact with and sell to them. That may include, for example, expanding existing customer journeys into new businesses and services that extend the relationship with the customer, ideally to the benefit of both parties. These innovations in turn fuel more interactions, create more information, and increase the value of the customer-brand relationship.

Building foundational capabilities
The final element of our definition of digital is about the technological and organizational processes that allow an enterprise to be agile and fast. This foundation is made up of two elements:

Mind-sets. Being digital is about using data to make better and faster decisions, devolving decision making to smaller teams, and developing much more iterative and rapid ways of doing things. Thinking in this way shouldn’t be limited to just a handful of functions. It should incorporate a broad swath of how companies operate, including creatively partnering with external companies to extend necessary capabilities. A digital mind-set institutionalizes cross-functional collaboration, flattens hierarchies, and builds environments to encourage the generation of new ideas. Incentives and metrics are developed to support such decision-making agility.

System and data architecture. Digital in the context of IT is focused on creating a two-part environment that decouples legacy systems—which support critical functions and run at a slower pace—from those that support fast-moving, often customer-facing interactions. A key feature of digitized IT is the commitment to building networks that connect devices, objects, and people. This approach is embodied in a continuous-delivery model where cross-functional IT teams automate systems and optimize processes to be able to release and iterate on software quickly.

Digital is about unlocking growth now. How companies might interpret or act on that definition will vary, but having a clear understanding of what digital means allows business leaders to develop a shared vision of how it can be used to capture value.

Source:, July 2015
Authors: Karel Dörner and David Edelman
About the authors: Karel Dörner is a principal in McKinsey’s Munich office, and David Edelman is a principal in the Boston office.

Mobilen kan förstöra din nattsömn

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Technology on November 24th, 2015 by admin

Använder du smartmobilen i sängen? Forskare föreslår att telefoner ska utrustas med ett inbyggt nattfilter, så att du ska kunna vakna utvilad på morgonen.

CP1Ska du bara läsa färdigt kapitlet i e-boken eller titta färdigt på avsnittet av tv-serien innan du ska sova? Det kan förstöra din nattsömn, men ny forskning visar att ett enkelt filter på telefonen kan råda bot på problemet.
Det är forskare vid King’s College i London som har upptäckt att ett filter som gör telefonens skärm mer rödtonad ju senare på kvällen det blir, och att den förändringen ökar kroppens produktion av melatonin som hjälper dig att sova. Därför rekommenderar forskarna telefontillverkare att installera den här typen av filter, eftersom sömnproblem har börjar bli ett folkhälsoproblem.
Redan nu finns det appar som Lux och Twilight i Google Play Store som gör just detta, men forskarna anser att telefontillverkarna borde ta ett ökat ansvar för hur deras produkter påverkar kundernas nattsömn.

Källa:, november 2015

Speed and scale: Unlocking digital value in customer journeys

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet, Försäljning / Sales, Technology on November 20th, 2015 by admin

Even as organizations assemble digital building blocks for the long term, they also need short-term, pragmatic moves that meet customer expectations and protect core businesses today.

Digitization is a profound transformation. When a global bank reinvented its onboarding process for commercial clients, the results included dramatically reduced costs, a market-beating customer experience—and an exhausted organization wondering how ambitious it should be. Could it repeat what it just went through for the rest of its business? How could it possibly do more than one of these at the same time? Would it take years?

Companies that are achieving digitization at scale have found a better way. They have developed a distinct structure that enables them to digitize their most important customer experiences at scale and at speed—in a consistent way, with consistent resources, to produce consistent results. In doing so they transform much of the rest of their organizations, from product and process design through to technology and culture, becoming truly digital businesses.

Crucially, these companies not only understand the digital stakes confronting them—they also act on that knowledge. Think of how consumers behave in the digital world. Most of us will try a new app once, or maybe twice, and if we can’t get it to work, we abandon it. That behavior leaves companies only one or two chances for their digital offerings to make a good impression and win adoption from their customers.

Yet today’s customers do not want digital versions of the same manual, bureaucratic processes they faced yesterday. They search, download, pay, and listen to music all in one go, so why should their electrical service or car insurance still make them run a gantlet of separate steps for searching, price quotation, purchasing, invoicing, delivery, payment, and activation?

Companies that want to win at digital adoption are therefore recognizing that they must reimagine and digitize entire “customer journeys.” speedThese are the beginning-to-end processes that customers experience in getting the product or service they need, across whichever channels they choose (see sidebar “How many journeys?”).

How many journeys?
Streamlined, simplified journeys show impressive results quickly—usually on several fronts at once. Faster mobile-phone sign-ups raised a telecommunications company’s customer satisfaction by 20 percent and reduced costs by 30 percent. For a European lender, time for account opening and loan approval fell from days to minutes, customer-engagement opportunities rose from once a month to three or four times a week, and IT became far more agile, delivering new releases in a month instead of a year.

A structure for scale and speed
In much the same way that the leap to digital means rethinking how an analog process works, the leap from transforming a single journey to tackling many at once means rethinking how digitization works. Even as the organization is building the new capabilities that digital businesses require, it must deploy its existing capabilities very differently in order to achieve scale and speed. The challenge is to balance all of the conflicting demands.

In our experience, six critical, parallel shifts combine to make digitization more manageable and predictable. Depending on an organization’s starting capabilities and strategic needs, the amount of effort the elements require will naturally vary. But all six are essential to ensure that an organization actually makes the changes, derives their full benefit, and can keep improving once the changes are made.

Start with your story
It begins with a story. From the very earliest stages, the organization needs a consistent way to describe what customers should experience across all of the journeys that they may undertake with the company. This “enterprise customer experience story” will be unique to the company and will distill its strategy, brand, and positioning into practical guidelines that together support the rest of the transformation.

For one North American bank, customer focus groups provided direction by identifying two qualities—accessibility and flexibility—as top priorities in their banking relationships. These became the central theme of the bank’s story, which then informed a series of design choices centering on the first steps customers experienced with the bank.

But the bank then had to determine which possible journeys would, with digitization, most effectively deliver the accessibility and flexibility the story promised. Each journey passed through a series of filters assessing its strategic and customer-experience value, its potential for economies of scale, the regulatory and technological hurdles facing it, and the organization’s readiness to commit adequate financial and leadership resources to it.

The final output of the analysis was a road map for making the journeys a reality, prioritized according to the filters. For the bank, the top priority turned out to be a new onboarding process that would let customers open a “relationship” without naming a specific product or account type.

Sequence your tech transformation
Of all of the changes an organization must make to support digitization, the ones that are the most challenging, time consuming, and resource intensive are in IT. Nowadays, designing a one-off mobile app is fairly easy. The real challenge is to link that app to all of the other channels customers use and to integrate it into back-end systems for everything from authentication to credit scoring and post-sale servicing.

But this is what it means to digitize at scale. Companies must resist two temptations. The first is to try to digitize each journey separately, which only recreates the internal silos that most organizations are trying to break apart. The second is to invest heavily in specific Internet or mobile-channel IT, which usually is unnecessary. Instead, once the company has identified the core journeys it will digitize, it should choose its IT components and its sequencing so that the IT architecture changes naturally as the journeys build on one another.

For example, one way to accelerate digitization and reduce overall costs is to identify horizontal components, such as business-process management (BPM) layers, central administration platforms, or externally facing channels, that can be shared across all the journeys. Similarly, standard components such as eSignature, authentication, or document scanning and data-extraction systems are easily reused across many different journeys and product types.

These ideas led one organization to use its customer onboarding journey as its initial test case. The organization reduced rework and extra expenses for later journeys by modernizing its common BPM architecture and mobile front-end framework up front, and by developing reusable e-archiving and authentication components. It also built in an additional interface layer, which allowed for back-end services developed during later journeys to be connected easily once they were ready. The lessons learned from the test case therefore informed the entire remaining architecture transformation.

Turn, shift, accelerate, and repeat
In the predigital world, a retail chain might renovate its stores on a five- or seven-year cycle. Once a store was done, it stayed done, at least for a while. The leading digital platforms now release major revisions of their operating systems every year, with substantial upgrades every few months. Some update cycles are nearing daily or even hourly frequency, especially for data models and analytics. That rapid adaptation represents a fundamental cultural shift for incumbents in almost every industry, especially in heavily regulated fields in which perfectionism and caution are the default behaviors.

First, the pressure for speed means companies must identify a new type of “MVP”—not the “most valuable player” of sports teams, but the “minimum viable product” of the tech industry. The critical—and, for perfectionist organizations, uncomfortable—tension is between “minimum” and “viable.” Compromise too much on viable and customers will think the new digital option is no option at all. Yet compromising on minimum can be equally dangerous, and more tempting for companies accustomed to longer timelines. Every delay to add extra features leaves openings for faster-moving competitors.

Reconciling the two requires discipline, both to describe a customer need accurately (without excess scope) and to fulfill it efficiently (without excess complexity). And it requires a real change of perspective. For example, digital’s speed alone is a huge advantage: a digital product providing only 80 percent of its analog counterpart’s features may still succeed simply by being 10 or 20 times faster. Furthermore, by the time a digital product could reach 100 percent replication, some of those functions would likely be irrelevant. Accordingly, rather than view digitization as a project with an end date, people must understand it as a continual process of finding the right 80 percent that will help customers now.

Build talent—and your digital ‘factory’
For the cultural change to last, the organization will need to change how it works. This includes acquiring digitally oriented talent and developing their capabilities. It also includes rethinking and streamlining governance, management, and budgeting processes so that the organization can move quickly and innovate.

As many organizations discover, employees who combine business expertise, digital acumen, and the leadership skills necessary to lead a digital journey transformation are rare. Several solutions are possible. One large retailer acquired a few specialized technology companies. A telco relied on a large digital agency to augment roles in areas such as enterprise architecture, while in parallel it hired external talent and trained internal employees. A bank took an even more comprehensive approach by setting up an internal academy to teach a combination of leadership, digital, and execution skills.

But that talent will become frustrated unless enterprise-wide governance models adapt to an environment demanding rapid iteration, learning, testing, and reacting. The solution, as organizations from banks to telcos have found, borrows the lean-management concept of the “work cell.” In a comparatively simple operation, a work cell assembles representatives from the internal groups involved in the beginning-to-end process of, say, mortgage approval—sales, underwriting, credit analysis, document production—into a single team, so that each mortgage can be approved much more quickly and accurately. The employees may continue to report into their respective businesses and functions, but their day-to-day feedback comes from the work cell, and they can move between work cells or from work cells to other parts of the organization as needed.

This same concept works at much larger scale to cover all of the specialties that contribute to a digitization effort: product experts, compliance managers, user-experience designers, coders, financial analysts, and the like. A Southeast Asian telco enabled the work-cell idea by reworking its human-resources practices to provide a clear path for people to join work cells, build experience, and move to other positions. What started as about a dozen specialists expanded to become a full-fledged digital factory that quadrupled the capacity of the digitization program: everything that once happened only on a monthly cadence is now happening within a week.

Create a ‘game plan’ to guide the factory
The digital factory operates as a combination design firm and software hothouse, using the latest methodologies such as design thinking, zero-based process reengineering, and agile software development. But the way the factory works day to day is defined by a “game plan,” a set of standard operating guidelines and methodologies that lay out the required deliverables, governance steps, and working processes—such as which decisions can be made by factory leadership and which require escalation. The goal is a balance between the structured predictability required to transform a large organization and the flexibility and agility required for a rapidly changing digital world (see sidebar “Approaches for execution”).

Approaches for execution
Ideally, a game plan emphasizes three points. First, rather than describing detailed answers, it sets out a series of questions for each transformation stage, framed in a way that suggests specific options but allows for a range of possibilities. Instead of describing compliance steps that wouldn’t all apply to every product, the game plan would ask a few probing questions: What have the compliance specialists for the product area suggested? Did the team adequately challenge the status quo? Were other geographies consulted for solutions to customer or regulator pain points?

The game plan’s second task is to provide a list of templates for important artifacts that should be delivered for each journey, such as market-research summaries, customer-experience design, economic modeling, operational implications, or interface mock-ups. Again, the templates should not be set in stone, but they should balance creativity and flexibility while ensuring that the key questions are answered.

The final and most important requirement for the game plan is to evolve, which can happen only after it is tested. Accordingly, the organization should launch a small-scale factory to start trying the concepts behind the game plan, digitizing real products and making changes to the game plan based on actual experience. Under the best conditions, the game plan becomes a living, breathing asset that is centrally administered while being cocreated by the organization.

One large UK organization tested its game plan for its customer-journey transformations in two very different business units. Even before the transformations were launched, the game plan’s streamlined governance approach and clearly demarked roles and responsibilities reduced stakeholder friction, speeding decisions. Moreover, by allowing both transformations to proceed under similar methodologies and deliverables, managers could more easily compare the journeys and refine the transformation process—and the game plan itself. Continual revisions to the game plan’s step-by-step processes mean that the organization can now launch a new journey transformation in a matter of weeks instead of months.

Track it all the way
Measuring the impact of a large-scale digitization effort is essential to ensure it achieves the dramatic business results that are usually possible. Yet traditional measures of performance will only go so far in supporting the new culture and work habits.

First, the metrics themselves typically must change. Some measures, such as short-term return on investment, may unintentionally discourage the innovation digital requires by discouraging employees from taking risks. Others may impede collaboration. For example, to allocate resources optimally, an organization should abandon promotion metrics that emphasize the number of reports a manager has and instead reward those who reassign team members to high-growth businesses.

Next, reporting must happen faster: once the metrics are aligned with digital’s demands, dashboards will ideally report the relevant data as they come in. Where possible, the organization builds a version of the network-operations centers that govern utility operations. The resulting insights ensure not only that each transformation delivers what it should but also that leaders know where to prioritize their investments. Over time, the organization applies the data for rapid testing and revision cycles to keep improving the digital experience customers actually see.

As part of its digitization process, a manufacturer aggregated a wide range of indicators—everything from batch quality and inventory availability to total full-time employees involved in delivery—into a single, enterprise-wide, real-time dashboard. Management could then divert resources to struggling areas. For example, when a local transformation failed to improve batch quality, leaders could fly in experts from other facilities that had resolved the issue. And, knowing that each facility’s transformation results were highly visible, the new transparency created a constant tension for line managers to deliver results.

Putting it all together
So how does it all come together? One of Europe’s largest banks is winning the adoption game after fully digitizing an entire series of customer journeys. The initial focus of the bank’s digitization story was on relieving retail-banking customers from their most “irritating service requests”—the lost debit cards, forgotten PIN codes, and similar “minor” problems that have a major impact on customer satisfaction and bank resources.

Using standardized components, a small, cross-functional team redesigned the processes underpinning these requests to assemble a mobile solution within six weeks. Rapid adoption boosted confidence in the organization’s newfound digital capabilities, reinforcing the leaders’ message that digitization would dramatically improve customers’ experience. And employees reported that the changes reduced their frustration as well.

The cross-functional team grew to take on more journeys, leading it to redesign the front end of the bank’s digital and mobile channels and deploy analytic tools that allow for more-precise targeting of support and live allocation of call-center specialists. Over a period of 18 months, the team became a combination user-experience center and digital factory, which together employ more than 100 specialists that are now tackling complex journeys in areas such as corporate lending and export finance.

The bank as a whole has completed five of its most important journeys, with the factory now at sufficient scale to work on two major ones simultaneously, each taking between four and five months. The end result, across businesses as diverse as personal credit cards and commercial financing, is that customers report dramatically better experience and higher engagement.

Source:, November 2015
By: Driek Desmet, Shahar Markovitch, and Christopher Paquette
About the authors: Driek Desmet is a director in McKinsey’s Singapore office, Shahar Markovitch is a principal in the Tel Aviv office, and Christopher Paquette is a principal in the Chicago office.
The authors wish to thank Christian Schröpfer and Edwin van Bommel for their contributions to this article.

Förarlösa bilar på de svanska vägarna inom 10 år!

Posted in Aktuellt, Allmänt, Technology on November 20th, 2015 by admin

Ja, i alla fall om man får tro på vad vi svenskar förväntar oss.
bil 1
Enligt Schibstedts Future Report tror 69% av svenskarna att vi ser förarlösa bilar rullandes på våra gator inom 10 år!
bil 2

An executive’s guide to the Internet of things

Posted in Aktuellt, Digitalisering / Internet, Strategy implementation / Strategiimplementering, Technology on August 19th, 2015 by admin

The rate of adoption is accelerating. Here are six things you need to know.

As the Internet of Things (IoT) has gained popular attention in the five years since we first published on the topic, it has also beguiled executives. When physical assets equipped with sensors give an information system the ability to capture, communicate, and process data—and even, in a sense, to collaborate—they create game-changing opportunities: production efficiency,iot 1 distribution, and innovation all stand to benefit immensely. While the consumer’s adoption of fitness bands and connected household appliances might generate more media buzz, the potential for business usage is much greater. Research from the McKinsey Global Institute suggests that the operational efficiencies and greater market reach IoT affords will create substantial value in many industries.

There are many implications for senior leaders across this horizon of change. In what follows, we identify three sets of opportunities: expanding pools of value in global B2B markets, new levers of operational excellence, and possibilities for innovative business models. In parallel, executives will need to deal with three sets of challenges: organizational misalignment, technological interoperability and analytics hurdles, and heightened cybersecurity risks.

Opportunities beckon . . .
IoT’s impact is already extending beyond its early, most visible applications. A much greater potential remains to be tapped.

Creating B2B value globally
To make the Internet of Things more understandable, media coverage has often focused on consumer applications, such as wearable health and fitness devices, as well as the automation products that create smart homes. Our research reveals considerable value in those areas. Yet the more visible manifestations of IoT’s power shouldn’t distract executives from a core fact: business-to-business applications will account for nearly 70 percent of the value that we estimate will flow from IoT in the next ten years. We believe it could create as much as $11.1 trillion a year globally in economic value in nine different types of physical settings. Nearly $5 billion would be generated almost exclusively in B2B settings: factories in the extended sense, such as those in manufacturing, agriculture, and even healthcare environments; work sites across mining, oil and gas, and construction; and, finally, offices.

There’s also a global dimension to IoT’s B2B potential. Emerging markets, whose manufacturing-intensive economies often supply goods to final manufacturers, will be prime areas for IoT adoption. But over the next ten years, the total economic impact from IoT will be greater in advanced economies, given the possibility of larger cost savings and higher adoption rates.

However, an estimated 38 percent of IoT’s overall worldwide value will likely be generated in developing economies, and eventually, the number of IoT deployments in such markets could surpass those in developed ones. In fact, deployments in developing economies are likely to exceed the global average in work-site settings (such as mining, oil and gas drilling, and construction) and in factories. For instance, China, with its large and growing industrial and manufacturing base, stands to reap major benefits not only on the factory floor but also in product distribution. In fact, developing economies could leapfrog the developed world in some IoT applications because there are fewer legacy technologies to displace.

Optimizing operations
Investing in IoT hardware—from sensors embedded in manufacturing equipment and products to electronically tagged items along the supply chain—is only the starting point of the value equation. The biggest competitive gains come when IoT data inform decisions. Our work shows that most of the new business value will arise from optimizing operations. For example, in factories, sensors will make processes more efficient, providing a constant flow of data to optimize workflows and staffing:
•Sensor data that are used to predict when equipment is wearing down or needs repair can reduce maintenance costs by as much as 40 percent and cut unplanned downtime in half.
•Inventory management could change radically, as well. At auto-parts supplier Wurth USA, cameras measure the number of components in iBins along production lines, and an inventory-management system automatically places supply orders to refill the containers.
iot 3•In mining, self-driving vehicles promise to raise productivity by 25 percent and output by 5 percent or more. They could also cut health and safety costs as much as 20 percent by reducing the number of workplace accidents.

IoT systems can also take the guesswork out of product development by gathering data about how products (including capital goods) function, as well as how they are actually used. Using data from equipment rather than information from customer focus groups or surveys, manufacturers will be able to modify designs so that new models perform better and to learn what features and functionality aren’t used and should therefore be eliminated or redesigned. By analyzing usage data, for example, a carmaker found that customers were not using the seat heater as frequently as would be expected from weather data. That information prompted a redesign to allow easier access: the carmaker updated the software for the dashboard touchscreen to include the seat-heater command. This illustrates another capability of connected devices: with the ability to download new features, these products can actually become more robust and valuable while in service, rather than depreciate in value.

Despite this value, most data generated by existing IoT sensors are ignored. In the oil-drilling industry, an early adopter, we found that only 1 percent of the data from the 30,000 sensors on a typical oil rig are used, and even this small fraction of data is not used for optimization, prediction, and data-driven decision making, which can drive large amounts of incremental value.

Creating innovative business models
IoT can also spur new business models that would shift competitive dynamics within industries. One example is using IoT data and connectivity to transform the sale of industrial machinery and other goods into a service. The pioneers of this trend were jet-engine manufacturers that shifted their business model to selling thrust and ancillary services rather than physical equipment. Now these models are proliferating across industries and settings. Transportation as a service, enabled by apps and geolocation devices, is encroaching on vehicle sales and traditional distribution alike. Manufacturers of products such as laser printers with IoT capabilities are morphing into robust service businesses.

IoT makes these business models possible in a number of ways. First, the ability to track when and how physical assets are actually used allows providers to price and charge for use. Second, the combined data from all these connected assets help a supplier to operate equipment much more efficiently than its customers would, since its customers would only have a limited view of their own equipment if they purchased and ran it themselves. Furthermore, analysis of IoT data can enable condition-based, predictive maintenance, which minimizes unplanned downtime.

This business-model shift will require product companies to develop and flex their service muscles. Product development, for instance, becomes service development, where value is cocreated with customers. It won’t be enough to focus on the product features customers will pay the most for. Developers will need to understand the business outcomes their customers seek and learn how to shape offerings to facilitate those outcomes most effectively. Service providers will also have to take on capacity-planning functions—including planning for peak usage and utilizing IoT data to forecast demand.

. . . but challenges remain
As with any major technological shift, realizing IoT’s potential will require significant management attention not just to new technical imperatives but also to organizational issues.

Aligning the organization
IoT will challenge traditional organizational roles as information technology becomes widely embedded across assets, inventories, and operations. One focal point will be the IT function, for the Internet of Things requires it to assume a transformed role that spans beyond computers, networks, mobile devices, and data centers. Instead, IT will have to join with line managers to oversee IoT systems that are essential to improve both the top and bottom lines.

In retailing, for instance, one of the largest sources of value could be the sales lift that real-time, in-store personalized offers are expected to deliver. This will require the sophisticated integration of data across many sources: real-time location data (the shopper’s whereabouts in a store), which would link to data from sensors in the building; customer-relationship-management data, including the shopper’s online-browsing history; and data from tags in the items on display, telling the customer to enter a specific aisle, where he or she could use an instant coupon sent to a phone to buy an item previously viewed online. In short, information technology and operations technology will converge, both technically and in their metrics of success. As a result, companies will have to align their IT and operational leadership tightly, though traditionally these functions tended to work separately and, more often than not, held each other at arm’s length.

Beyond expanding IT’s role, IoT will challenge other notions of organizational responsibilities. Chief financial, marketing, and operating officers, as well as leaders of business units, will have to be receptive to linking up their systems. Companies may need to train employees in new skills, so the organization can become more analytically rigorous and data driven. Analytics experts and data scientists must be connected with executive decision makers and (to optimize insights from the new data) with frontline managers. In some cases, the decision makers will be algorithms. When companies need large-scale real-time action—such as optimizing the control of equipment across an entire factory—IoT systems will make decisions automatically. Managers will monitor metrics and set policy.

Overcoming interoperability and analytics hurdles
Strategies that use IoT data in an effective way often call for interoperability. We estimate that nearly 40 percent of the potential value, on average, will require different IoT systems to communicate with one another and to integrate data. Relatively little of that is happening now. For example, on offshore oil platforms today, components such as pumps are often installed as connected devices, but in a limited fashion: devices individually connect back to their manufacturers, which monitor and control machines and can optimize their maintenance and performance iot 2individually. However, data from multiple components and systems must be combined to identify more than half of the predictable performance issues that arise in day-to-day platform operations, including those that could impact overall oil-production volumes.

Many large companies will have enough market power to specify that their IoT vendors make systems interoperable. In some cases, this will lead vendors to choose common standards that will ultimately speed up adoption. In other cases, interoperability could also be achieved with software platforms designed to combine data from multiple systems. That will create new market opportunities for companies capable of integrating data from diverse sources.

However, simply bringing data together from different IoT systems won’t be enough. Indeed, IoT may exacerbate many of the challenges we have observed when companies use big data. In moving to a world where IoT is used for prediction and optimization, companies face an analytics challenge. They’ll need to develop or purchase, to customize, and then to deploy analytical software that extracts actionable insights from the torrent of data IoT will generate. And in many cases, the algorithms embedded in this software will have to analyze data streams in real time—a task many traditional analytical tools are not designed to do. This offers another potential market opportunity for innovative software developers.

Facing up to the security imperative
The prospect of implementing the Internet of Things should prompt even greater concern about cybersecurity among executives. IoT poses not only the normal risks associated with the increased use of data but also the vastly greater risks of systemic breaches as organizations connect to millions of embedded sensors and communications devices. Each is a potential entry point for malicious hackers, and the damage from a break-in can be literally life threatening—disrupting machine-control systems on an oil rig or in a hospital, for example. The same interoperability that creates operational efficiency and effectiveness also exposes more of a company’s units to cyberrisks. Growing interconnections among companies and links with consumer devices will create other challenges to the integrity of corporate networks, too.

Companies will need to rely on the capabilities of vendors to mitigate some of these risks. However, preparing for a revolutionary change in distributed connectedness and computation will also require a new strategic approach, which our colleagues have described as “digital resilience.” In other words, companies need to embed methods of protecting critical information into technology architectures, business-model-innovation processes, and interactions with customers. They can start by assessing the full set of risks in an integrated way and by creating an extensive system of defenses that will be hard for hackers to penetrate. Companies also need to tailor cybersecurity protections to the processes and information assets of each of their businesses, which in an IoT world will increasingly be linked. Given the extent of the risks and the cross-functional nature (and significant cost) of the solutions, progress will require senior-level participation and input.

IoT will soon become a differentiating factor in competition. Senior leaders and board members must take a systems approach to address the organizational challenges and risks this expansion of the digital domain will create. That will allow companies to capture the full range of benefits promised by the Internet of Things.

Source:, 18 August 2015
By: Jacques Bughin, Michael Chui, and James Manyika
About the authors:Jacques Bughin is a director in McKinsey’s Brussels office; Michael Chui is a partner at the McKinsey Global Institute, where James Manyika is a director.
The authors wish to thank McKinsey’s Dan Aharon and Mark Patel for their contributions to this article