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: McKinsey.com, 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.
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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: PCtidningen.se, november 2015
Länk

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: McKinsey.com, 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.
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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: McKinsey.com, 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
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Hur ofta använder vi mobiltelefonen?

Posted in Aktuellt, Allmänt, Technology on August 11th, 2015 by admin

Svar: Varannan minut använder vi mobilen!
mobile
Konsumenter i åldrarna 15-24 år använder sin mobiltelefon i snitt 387 gånger under en dag.
Personer som är äldre snittar runt 264 gånger, enligt en ny undersökning.

Hela artikeln här.

Inom 20 år har 53 procent av dagens svenska jobb automatiserats.

Posted in Aktuellt, Digitalisering / Internet, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap, Strategy implementation / Strategiimplementering, Technology on July 16th, 2015 by admin

Den digitala revolutionen har bara sett sin början. Förändringstakten ökar dramatiskt och affärsidéer som vår hjärna tidigare inte kunnat föreställa sig är plötsligt verklighet. Brains blickar in i framtiden och söker svar på vilket Sverige vi vaknar upp till år 2050.

Exakt vad är det du ser framför dig när du tänker på framtiden? Virtual realitysex, piller som ersätter måltider, flygande bilar eller Google-glasögon? Oavsett din framtidsvision är det troligt att den har digitala förtecken. Christian Sandström är forskare på Ratio, näringslivets forskningsinstitut. Hans arbete handlar om disruptiva teknikskiften. Han har sett flera branscher förändras i grunden på grund av digitaliseringen.Vi frågade honom hur avgörande den egentligen är:
– Såhär: Ångmaskinen gav oss människor möjligheter att kontrollera materia. Vi fick en större fysisk kraft än den som finns i våra muskler. Digitaliseringen fungerar på samma sätt, men i stället för muskelkraft får vi nu en ökad intellektuell kraft. Det får fullständigt genomgripande konsekvenser för vad vi människor kan förstå och göra.
future 1
FRAMTIDSTÄNK – ATT UTFORSKA DET OTÄNKBARA
Futurologen Magnus Lindkvist berättar:
– Angry birds … Hade jag pratat med min farfar om ’arga fåglar’ hade han sett något helt annat framför sig än mobilspelet. Att tro att vi kan se in i framtiden är en villfarelse. Allt vi tänker om framtiden baseras på saker vi redan ser här och nu och därför kan föreställa oss. Framtidstänkande handlar om att försöka utforska det otänkbara.Vi är låsta vid enfaktors tänkande, förklarar Magnus Lindkvist. Våra hjärnor klarar bara att lägga till – eller dra ifrån – en sak från företeelser som vi redan har.

– En bank som bara finns i mobilen? Ja, det kan jag tänka mig. En bank som bara finns i mobilen och inte hanterar pengar? Nej, det låter konstigt, vad skulle den göra? Ska vi tänka framtid på riktigt är det fyra, fem, sex faktorer framåt vi måste lyckas ta oss i tanken. Att göra det är i princip omöjligt. Vi har alltså ingen aning om hur Sverige och världen kommer att fungera år 2050. Men vi vet att hastigheten i förändringstakten hela tiden ökar, säger Christian Sandström:
– Vi bör nog fundera över hur vi byggt våra samhällen och vad vi förväntar oss av våra arbetsliv. 2007 när jag började doktorera hade Nokia en marknadsandel på 40 procent av mobilmarknaden. Tonåringar idag vet inte vad Nokia är. Tekniken förändrar sig snabbare än vi människor förändrar oss.

FRAMTIDENS MARKNADSFÖRING STYRS AV MOTTAGAREN
Nicke Rydgren, Head of Professional Services på Bisnode, tror att företag som vill möta framtiden måste lyckas inkorporera smartare informationshantering i kärnaffären.

– I dag möts inte köpare och säljare särskilt effektivt. Till exempel är reklam otroligt ineffektivt när man tänker på det. Jag tror på en automatiserad process i framtiden där relevant information om människors preferenser ”handlas” mellan individer, företag och organisationer, säger han. Han ser framför sig hur människor själva styr vilken information om dem och deras preferenser, exempelvis vad de vill köpa, som delas och sprids till företag. Målet är att företag ska nå rätt kunder och att kunder inte ska behöva störas av irrelevant information. Men, de ska inte heller behöva anstränga sig för att få den information de vill ha.

– Jag tror att företag kommer behöva fler matematiker och analytiker för att kunna hantera detta. Säljpersoner kommer också att behövas men de kommer att jobba med mer kreativa strukturer – strukturtänkandet kommer att bli viktigare och fler människor kommer att jobba med kvalitativ och kvantitativ analys, säger Nicke Rydgren på Bisnode.

TEKNIKEN ERSÄTTER JOBBEN
Nära hälften av alla företagsekonomer, marknadsförare och personaltjänstemän i Sverige kan inom en snar framtid försvinna från arbetsplatserna på grund av nya smarta dator- och robotsystem.

En forskningsrapport från Stiftelsen för strategisk forskning som publicerades förra året visar att nära 2,5 miljoner svenska jobb kommer att ersättas av datorer inom en 20-årsperiod. Anledningen till den dramatiska siffran är bland annat att Sverige har en stor andel industrijobb som kan utföras Citatav smarta datorer och robotar. future 2Försäljare, detaljhandel och demonstratörer är den gruppen där flest människor väntas bytas ut till förmån för automatiserade processer.

Ett exempel på detta är Google som har ersatt traditionell personalintensiv försäljning av medieannonsering med ett automatiserat auktionsförfarande för annonsförsäljning. Samma system används i dag av stora mediekoncerner som Schibstedt och Bonnier. Teknikskiftet kan å ena sidan minska antalet arbetstillfällen inom vissa kategorier men även fungera som en hävstång inom andra områden.

Exempelvis kan en vd eller en matematiker bli mer produktiv till följd av datoriseringen och på så sätt bli mer attraktiva. Yrken som kräver fingerfärdighet, social förmåga, förmåga att övertala och omhändertagande har lägst sannolikhet att ersättas av tekniken.

JOBBEN 2050
Drivna, smarta människor blir mindre sugna på att gå den långa vägen uppåt som anställda i stora företag, enligt Christian Sandström på Ratio:
– I och med it-boomen på 1990-talet fick vi en entreprenörskult i Sverige. Innan dess sågs småföretagare nästan som fifflare. Jag ser det omkring mig konstant: De duktigaste, mest ambitiösa, hårdast arbetande människorna jag känner har ensak gemensamt – de jobbar inte för stora företag. De gör något själva i stället. Jag tror inte att stora svenska företag är helt med på det där, de tror fortfarande att drömmen är att bli vd för Volvo efter en lång karriär som börjar som trainee, anställd, sen mellanchef, sen ledningsgrupp … Många företag behöver ta en funderare på vilken sorts människor de vill attrahera och hur de ska lyckas med det.

VARDAGSLIV 2050
Det är mycket som är absurt och föråldrat med vardagslivet 2015. Alla åker till köpcentret i varsin bil, alla handlar mat och åker hem till sig och lagar den. Allt sånt där hoppas jag blir mer effektivt i framtiden: att kylskåpet känner av vad som saknas till exempel. Och färdiglagad mat som har så dåligt rykte i dag tror jag kommer att vara den nyttigaste och bästa maten i framtiden. Kombinationer av modernitet och teknik paras ihop med det som är miljömässigt smartast, säger Nicke Rydgren på Bisnode.

Christian Sandström, forskare på Ratio, om vardagen 2050:
– Nej, varför ska vi åka och handla saker själva? Varför ska vi äga våra bilar? Varför ska vi äga saker alls, ha en bokhylla full med böcker, varför ska det vara massproduktion och masskonsumtion år 2050 … Det har jag svårt att se.

Svenska jobb automatiseras
Inom 20 år har 53 procent av dagens svenska jobb automatiserats. Det kommer Stiftelsen för strategisk forskning fram till i sin studie om automatisering, digitalisering och robotisering av arbetsmarknaden. Lägst sannolikhet att ersättas har konstnärliga yrken.

Källa: Biznode.com
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Hur ställer sig Din organisation inför framtida utmaningar? Vilka chefer lyckas, på ett framgångsrikt sätt, förankra rätt inställning i sin del av organisaionen? Vet Du? Eller tror Du att Du vet? Om Du vill Du veta mer om hur Du kan säkerställa den information som krävs för ett framgångsrikt förändringsarbeta – kontakta mig eller mina kollegor på 3S.

Getting a sharper picture of social media’s influence

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet, Försäljning / Sales, Strategy implementation / Strategiimplementering, Technology on July 15th, 2015 by admin

New research shows that buzz plays a greater role than previously thought in getting consumers to buy and that the pool of the most effective influencers is largely untapped.

Over the past decade, marketers have increasingly turned to social-media networks like Facebook and Twitter to create buzz around their products. But what impact do tweets and other recommendations have on sales, and how can companies get a bigger return on their investments in these important channels?

sm 2To get a clearer view, we examined the purchase decisions of 20,000 European consumers, across 30 product areas and more than 100 brands, in 2013 and 2014. Respondents were asked how significantly social media influenced their decision journeys and about instances when they themselves recommended products.1 We found that the impact of social media on buying decisions is greater than previously estimated and growing fast, but that its influence varies significantly across product categories. Moreover, only a small slice of social influencers are creating the buzz.

A growing importance
Social recommendations induced an average of 26 percent of purchases across all product categories, according to our data. That’s substantially higher than the 10 to 15 percent others have estimated.2 For the 30 product categories we studied, roughly two-thirds of the impact was direct; that is, recommendations played a critical role at the point of purchase. The remaining third was indirect: social media had an effect at earlier decision-journey touch points—for example, when a recommendation created initial awareness of a product or interactions with friends or other influencers helped consumers to compare product attributes or to evaluate higher-value features. We found that in 2014, consumers made 10 percent more purchases on the back of social-media recommendations than they had in 2013.

Nuances are essential
Consumers, we found, access social media to very different degrees in different product categories. At the low end, only about 15 percent of our respondents reported using social media in choosing utility services. For other categories, such as travel, investment services, and over-the-counter drugs, 40 to 50 percent of consumers looked to social recommendations.

Product categories tend to have their own discrete groups of influencers. Our data showed that the overlap of recommenders between any two consumer categories was very small—a maximum of 15 percent for any two pairs of products we analyzed. Timing matters as well: a first-time purchaser, for example, is roughly 50 percent more likely to turn to social media than a repeat buyer.

While the role of digital influence is expanding, the analog world remains important. Among the more than 100 brands we studied, about half of the recommendations were made offline—in person or by phone. Offline conversations were up to 40 percent more likely than digital interactions to influence purchase decisions of products such as insurance or utilities.

Power influencers and the long tail
Our research shows that 10 percent of the active influencers accounted for 24 percent of the total recommendations, tweets, “likes,” and so forth. These power users are even more significant for product categories such as shoes and clothing: 5 percent of the recommenders accounted for 45 percent of the social influence generated. The upshot is that in most product categories, there’s a substantial long tail of less active recommenders who could be spurred on to greater engagement.

Navigating in a changing environment
As companies look to maximize returns from their social strategies, they can both encourage would-be customers to engage in more social interactions and inspire more influencers to express enthusiasm for their products.

On the demand side, our research suggests that online articles written by journalists prompt consumers to seek outsm 1 social media to further inform purchases (and that public-relations spending to generate such articles may be a worthwhile investment). Consumers who use search engines to gain some initial knowledge of a product are also more likely to tune in to social media before a purchase. Companies that spend effectively on search-engine optimization (to move their product mentions to the top of search results) can expect to benefit from a greater social-media impact, as well.

Television advertising, by contrast, tends to act as a substitute for social media rather than complementing it. Relatively few customers were prompted to seek out social influences after viewing a TV spot.3
On the supply side, prompting the long tail of less active influencers may require creativity and a greater use of data analytics. Our research found, paradoxically, that if companies allowed endorsements only, they generated a less strong response than companies that invited any sort of comment. Positive remarks were three times more numerous than negative ones, and some companies demonstrated that they could turn negative vibes to their advantage by responding quickly.

Other companies are amplifying positive noise by making the recommenders’ data “speak.” Through machine learning and the application of advanced analytics to recommenders’ profiles, they obtain a granular understanding of product preferences and purchasing behavior. That analysis becomes a key input into sophisticated recommendation engines that identify potential customers and send them messages such as “purchasers like you bought this appliance” at key points along the decision journey. These engines are highly effective at converting customers,4 though with an important caveat: the influence the engines generate can be as much as 75 percent lower if messages aren’t highly personalized and targeted.

The pathways of social influence are shifting constantly. Looking ahead, better mobile devices and more robust social applications will make it even easier to share experiences about products and services. Companies can’t afford to fall behind this powerful curve.

Source: McKinsey.com, July 2015
By Jacques Bughin
About the author: Jacques Bughin is a director in McKinsey’s Brussels office.
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Telefonen eller din partner?

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Technology on June 17th, 2015 by admin

Vem har du starkast relation till – din telefon eller din partner? Ta reda på vem som vinner kampen om din uppmärksamhet och se hur dina resultat står sig mot andras.
images
Gör testet här.

Förändra eller dö: Digitaliseringen går i rasande fart

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Technology on May 29th, 2015 by admin

Spotify, Netflix och Uber är alla företag som genom digital teknik utmanat och stöpt om sina respektive branscher. Och det på väldigt kort tid. På sikt kommer alla företag i alla branscher att utsättas för ett liknande förändringstryck. Därför har du som företagare inte råd att ignorera digitaliseringen.

Det är senvår 2011 och Aftonbladets ledning har strategikonferens. Affärsutvecklaren och omvärldsbevakaren Ian Dig 3Vännman kliver fram inför ledningen. Han är nervös. Det han har att säga kanske inte landar särskilt väl. Men han har trots allt blivit ombedd att prata om vad han vill.
– Jag såg en rad trender som gjorde mig orolig. Bland annat hur snabbt kollapsen av tryckta medier sker i Sverige. Jag ritade upp en kurva som låg i linje med de tre senaste årens utveckling och såg att till 2017 skulle Aftonbladets upplaga ligga på under 100 000 tidningar per dag.

Den siffran skulle innebära en raserad printaffär inom en femårsperiod. Ian Vännman förklarade att det var läge att ställa om fokus från papper till digitalt, och det illa kvickt. Budskapet gick hem. Med stöd från högsta ort inom både Aftonbladet och dess ägare, Schibsted, fick Ian Vännman och kollegan Markus Gustavsson i uppgift att starta ett nytt projekt helt frikopplat från Aftonbladet.

Projektet resulterade i nyhetstjänsten Omni, en av Sveriges idag snabbast växande digitala medieplattformar. Ian Vännman är förtegen om exakt hur många som laddat ned appen, men avslöjar att Omni har runt 900 000 unika besökare i veckan.

Att påstå att digitalisering är något nytt vore att tänja på sanningen. Digitaliseringen i dess mest grundläggande form har egentligen pågått under decennier. Det vill säga när analog data omvandlas till digitala signaler. Men det går inte att bortse från det faktum att flera branscher, bara under senare år, stöpts om i grunden. Tidningsbranschen är ett exempel, musikbranschen ett annat. I den sistnämnda har företag som Spotify och Pandora radikalt förändrat sättet som musik konsumeras. Netflix och andra streamingtjänster har gjort det samma med film och tv och taxiföretaget Uber har fått etablerade aktörer att svettas.

Konsultbyrån Gartner har definierat digitalisering som ny digital teknik som möjliggör nya affärsmodeller och koncept.
– Det börjar bli allt mer uppenbart att det är väldiga förmögenheter som skiftas. En del företag och branscher riskerar att gå under och ersättas av nya företag som växer snabbt och blir rika, säger Stefan Fölster, chef för reforminstitutet.

Stefan Fölster har forskat om digitalisering och pekar på att den ställer stora krav på företag att anpassa sina affärsmodeller. Många företag och branscher är för inlåsta i sina nuvarande nischer och missar nya affärsidéer som digitaliseringen möjliggör, enligt Fölster. Han pekar exempelvis på den internationella bokjätten Amazon som har pressat priser på böcker och e-böcker världen över, vilket som oroar den svenska bokindustrin.
– Min analys är att bokbranschen i Sverige varit för trög på att komma överens om gemensam e-boksstandard. När Amazon kommer in finns en stor risk att svenska företag blir överkörda. Och nu kan det vara för sent, säger Stefan Fölster.

Han spår dock en inte fullt så dyster framtid för industriföretag. Han tror att många industrier kommer att lyckas väl genom att utnyttja den mångåriga kunskap och erfarenhet som redan finns. På så sätt kan de undvika att slås ut av snabbväxande digitalt fokuserade företag.
– Däremot är det avgörande hur snabba de är på att anpassa sig till digitala lösningar, säger Stefan Fölster.

Dig 2Utvecklingen av digital teknik har gått i en rasande takt bara de senaste åren. Sedan de första smarta telefonerna, iPhone och Android, släpptes på marknaden 2009 har antalet enheter fullkomligt exploderat över hela världen. Sedan dess har hela 2,5 miljarder smartphones tillkommit. Därmed bär lika många personer omkring på möjligheten att söka information och handla på nätet dygnet runt från sina telefoner och surfplattor.

Att många väljer att surfa via mobilen har bland annat lett till att Google i april gjorde om sin sökalgoritm för att ge högre prioritet till hemsidor som är smartphone-anpassade. Utöver det är internetanvändandet i Sverige utbrett, hela 92 procent av befolkningen har idag tillgång till internet, visar siffror från Stiftelsen för internetinfrastruktur.

Anna Breman, makroanalytiker på Swedbank och Anna Felländer, chefekonom på Swedbank har, i en artikel i Ekonomisk debatt, bland annat identifierat tre sätt som digitalisering påverkar ekonomin.
1. Det första är att när fysiska varor omvandlas till digitala tjänster innebär det lägre kostnader för användning, kopiering och distribution.
2. Det andra är att digitaliseringen effektiviserar traditionell produktion. Till exempel möjliggör artificiell intelligens att robotar inom tillverkningsindustrin kan göra mer avancerade sysslor än tidigare.
3. Det tredje är att digitala plattformar effektiviserar och internationaliserar tjänster och produkter som tidigare var lokala. Det gäller alltifrån internetbokning av flygresor till e-handelsplattformar som gör att mellanhänder kan slopas eftersom efterfrågan och utbud möts på ett effektivare sätt.

Men hur tänker företagen själva kring digitaliseringens påverkan på deras affärsmodeller?

Föreningen Styrelseakademin har gjort en undersökning som visar att 77 procent av drygt 600 tillfrågade styrelseledamöter anser att den digitala utvecklingen påverkar affärsmodellerna. Undersökningen visar samtidigt att mer än hälften saknar en plan för att hantera kriser i sociala medier.

Enligt Björn Erikson, partner i konsultbolaget Trinovo, som har mer än 25 års erfarenhet som rådgivare till företagsledningar och styrelser inom it-management och digitalisering, är det fortfarande lättare sagt än gjort att på allvar få in digitalt affärstänk i styrelserummen.
– En utmaning är att många företag är fast i det som fungerade tidigare. Det vill säga stegvisa förbättringsprocesser som exempelvis Toyotas Lean. Detta fungerar väl för att förbättra för befintliga produkter och befintliga kunder, säger Björn Erikson.

Man kan jämföra detta med att spela schack, enligt honom, och framhåller att företagsledningar istället måste börja spela poker. Det vill säga att våga satsa på radikala innovationer som innebär stora förändringar.
– Det är faktiskt bättre att man själv utmanar och kannibaliserar på sin historiska affär, än att företaget får se nya konkurrenter svischa förbi med nya affärskoncept som man hade kunnat genomskåda i tid, säger han och tillägger:
– Detta resonemang gäller förstås inte de som är fullständigt övertygade om att man redan har en odödlig affärsmodell.

Enligt Björn Erikson är anledningar till förändringsmotståndet bland annat styrelsers bristande erfarenheter av digitala affärer, för stort fokus på kvartalskapitalismen eller en konservativ syn på kundernas och konkurrenternas digitala mognad.
– Dagens ledare och chefer är väl insatta i de traditionella affärsmodellerna, men många är inte alls insatta i det nya sättet att tänka med digital innovation, säger han.

Dig 1Vid skapandet av nyhetstjänsten Omni rådde snarare motsatta förhållanden. I och med att koncernen valde att starta en konkurrerande verksamhet till den egna inom ramen för organisationen var det viktigt med en stark förankring i toppskiktet. Ian Vännman och Markus Gustavsson rapporterade varannan vecka till koncernledningen i Schibsted.
– Vi kallar dem för gudfädrar i och med att de har mandat och kapacitet att skydda och sponsra satsningen. Det finns många projekt som startas på för låg nivå, vilket gör att de inte får den mängd syre som krävs för att överleva, säger Ian Vännman.

Ett annat problem som många företag har när det kommer till digitalisering handlar om synen på omsättning, enligt honom. Ofta finns ett allt för stort fokus på att ha en hög omsättning i verksamheten. Digitalisering innebär oftast att ett företags omsättning kollapsar.
– Om du tar print som exempel krävs en stor omsättning. Det är många kostnader förknippat med att producera en fysisk tidning i tryck- och försäljning. Generellt är kostnaderna för en onlineprodukt mycket lägre. Det innebär att omsättningen kollapsar, men om man lyckas med den digitala satsningen är marginalerna potentiellt mycket bättre, säger Ian Vännman.

Och för den som inte känner igen sig i beskrivningen att just den egna branschen förändras är det inte läge att slappna av. Snarare tvärtom.
– Alla företag i alla branscher kommer att drabbas av digitaliseringen. I de flesta fall så kommer det att vara väldigt jobbigt. Det eftersom att det kommer från ett håll man inte anar och på ett sätt man inte förstår. När man inser det är det ofta kört, konstaterar Ian Vännman.

Källa: Entreprenor.se, 13 maj 2015
Av: Henrik Nygren
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