innovation - SAP Schweiz

Transcription

Digital Transformation of
Swiss Enterprises
SAP CCoE Forum 2015 ‒ 3. February 2015, SAP Regensdorf
Prof. Dr. Axel Uhl | SAP BTS Business Transformation Academy (CH)
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Business Transformation Academy
Who we are
Business Transformation Academy
Who we are
Mission Statement
The Academy creates and offers unique knowledge and expertise on:
 INNOVATION drivers and future trends and
 TRANSFORMATION strategies, best-practices and methodologies
Research


Case Studies
Articles
Publication


360° Journal
Books
© 2015 SAP SE or an SAP affiliate company. All rights reserved.
Community



Conferences
New media
Training development
Training & Advisory


Innovation &
Transformation Services
Strategic Advisory
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Business Transformation Academy Journey
Building a global network of regional BTA hubs
More than 200 contributors from over 20 countries and 10 different industries
BTA Europe
Hub North America
Hub Turkey
Hub APJ (Singapore)
Latin America
Hub ANZ (Australia)
Current contributors
BTA planned roll-outs
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BTA – What we do
Publication
360° - the Business Transformation Journal
Worldwide acknowledged Journal dedicated to the topic of Business Transformation and Innovation
Target Audience Business practitioners: CxO managers, transformation managers, program leads,
practice oriented academic community
Already 12 issues published
www.360-bt.com
Handbook of BTM2 (2012)
Business Transformation Essentials (2013)
Digital Enterprise Transformation (2014)
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Innovation and Switzerland
About Switzerland
Global Recognition for Innovativeness & Competitiveness
1st by Quantity of scientific research institutions
1st by Company spending on R&D
1st by Patent applications quantity / mln pop
1st by capacity for innovation
In top 3 by the number of Nobel prize winners
per capita
Switzerland has the highest
potential for future
successful development
6th by availability of latest technologies
6th by firm-level technology adoption
Source: Global Competitiveness Report 2014-2015. Pillars “Innovation” and “Technological readiness”
Nobelprize.org / The Official Web Site of the Nobel Prize
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Synergy between Competition & Innovation
Switzerland consistently ranked no. 1 per global Indicators
Top 10 Countries Global Innovation Index
1
Switzerland
Top 10 Countries Global Competitiveness Index
1
Switzerland
United Kingdom
Singapore
Sweden
USA
Finland
Finland
Netherlands
Germany
USA
Japan
Singapore
Hong Kong (China)
Denmark
Netherlands
Luxemburg
United Kingdom
Hong Kong (China)
Sweden
Source: The Global Innovation Index 2014. Cornell University, INSEAD, and the World Intellectual Property Organization (WIPO). Global Competitiveness Report 2014-2015
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We have a great past and tradition,
but now it is all about the future…
Source: Hochschulen und Forschung in der Schweiz (2013) Staatssekretariat für Bildung, Forschung und Innovation.
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Competition is not an issue, it gives motivation to innovate
most innovative countries are those that lack natural resources
Key success factors for innovation*
1. Knowledge
Swiss franc has a constantly strong position
when compared to other leading currencies**
2. Competition
3. EU workforce
Key obstacles
1. Regulations
2. Financial resources
3. Domestic workforce
2005
2015
CHF/EUR exchange rate dynamics
* Source: Experts survey Economiesuisse (2012). Schlüsselfaktoren und Haupthindernisse für Innovation: Unternehmen. Rahmenbedingungen,
** European Central Bank statistics https://www.ecb.europa.eu/stats/exchange/eurofxref/html/eurofxref-graph-chf.en.html
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For the world economy innovation
today means “TECHNOLOGY”
Internet technologies
Internet economy as a percentage of GDP is growing
In 2009
In 2016 [E]
5,4
United Kingdom
4,6
South Korea
4
Japan
India
3,2
Germany
3,2
3,1
France
2,7
Canada
5,4
5,6
4
3,4
3,6
2,6
China
6,9
1,7
Italy
1,5
Brazil
8
5,6
3,8
United States
Russia
12,4
3,5
2,4
0,8
2,8
Source: BCG (2012) The Internet Economy in the G-20; McKinsey (2011) Internet matters
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Mobile technologies
Contribution of mobile technology to GDP is growing (in US$ Bn)
4,055
3,803
3,560
3,328
3,113
2,882
2,634
2,367
3.6%
2013
4.0%
2014
4.2%
2015
4.4%
2016
4.6%
2017
4.8%
2018
4.9%
2019
5.1%
2020
Source: GSMA Intelligence; Annual reports; Factiva; BCG Analysis
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Green technologies
Information Technology can contribute to saving energy (in GtCO2e)
40.0
ICT 0.5
Abatements
2002
-7.8
5 times
ICT’s direct
footprint
51.9
ICT 1.4
2020
Emission
ICT footprint
If climate change is not
controlled, global GDP
will lose at least 5% per
annum.
And how can your
company contribute to
avoid this?
Selected ICT-enabled abatements
Source: The Climate Group (2008) Smart 2020
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Key technology trends offering new
possibilities for business development
The 4th industrial revolution is here. Today.
And this new wave of technological development is driven by cyber-physical systems
Innovation and value creation
4th wave
Cyber-physical systems
3rd wave
Electronics and IT
2nd wave
Electrical power
1st wave
Petro-chemicals, Aviation,
Space, Digital Networks, Biotechnology, Software & IT
Along with:
Sustainability, green IT, Industry
4.0, Internet of Things, 3D
printing, cognitive computing,
augmented/ virtual reality,
connectivity, sensors, robotics
Chemicals, Internal
combustion engine
Water and steam power
Iron, Textiles, Commerce,
Railroad, Steel, Cotton
End of the
18th century
Beginning of the
20th century
Early 70s
(20th century)
Copyright Business Transformation Academy
Today
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S
M
A
Sustainability
Mobility
Analytics
R
T
Robotics
Things
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The SMART technological basis
for Digital Innovation
Internet of
Sustainability
Mobility
Analytics
Robotics
Things
Ecological
Awareness
Connected
Community
Big Data
Smart Robots
and Machines
Whole New Level of
Connectivity
Being conscious about the
environment and
surroundings is a key
differentiating factor
among competing
businesses
Blurring geo-spatial
boundaries not just
between people and
places, but also products
and processes
As the amount of data
doubles every 1.2 years*,
understanding the present
and extrapolation into the
future at speed. Big Data
as a “raw material of the
21st century”.
Everywhere: in
production, logistics.
Close collaboration
between remote
employee and a robot
through human-machine
interfaces based on
sensors
Digital and real world
merging. Machines,
work pieces, systems
and human beings are
strongly interconnected
* Source: AT Kearney Study “Big Data and the Creative Destruction of Today’s Business Models”, 2013, p.2
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Technology introduces multiple
changes as well as gives opportunities
Each of the digital giants
has already stepped into one or more of new industries
revolutionize
Mobile
Software
Music
revolutionize
Retail
Book
market
transform
invent
revolutionize
Music
distribution
redefining
Logistics
change
Community
banking
Social
Business
communication Communication
+
Payment
+ methods
Media industry
challenging
challenging
Travel
planning
Navigation

Telecommunications
Change world of
challenging
Cloud
Business
Information
procurement
Media industry
Taxi sector
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Key trends and case studies
•
•
•
•
•
Merging the Digital and Physical worlds
1:1 individualization
Digitization across the entire value chain
Supply chain becomes intelligent and borderless
Power shift from producer to a fully-knowledgeable customer
Berliner Philharmoniker aims at advancing the Digital Concert Hall
to transform classical music industry and reach 100 million visitors worldwide
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Nike plus transforming their business model to a digital one
sensors and mobile apps enhance customer experience and connect customers with their friends
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AXA drive recorder serves as an airplane “black box”
recording driving parameters in real-time to improve customer behavior and reduce risks and costs
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Huggies introduces an organic and printable clip-on humidity sensor
Sending parents a tweet when a diaper needs to be changed
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•
•
•
•
•
Flexibility and 1:1 customization
New level of production combining customer centricity & operational excellence
Mass production
Mass customization
1970
1980
Product volume
Personalized Products
Industrial production
1913
Craft production
1880
Product Variety
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Nike builds up completely customized shoes and other clothing
with clients designing products for their personal needs and preferences
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FC Bayern München benefiting from 1 bln social media contacts per month
Personalized offers through Big Data, Social Media and CRM integration
Social media presence (eff. 08.2014):
Facebook likes: 19.6 mio
Youtube:
206k subscribers,
34.7 mio views
Twitter:
1.42 Mio followers
Instagram:
957k followers
Google+:
1.8 mio followers,
174.5 mio views
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•
•
•
•
•
Marenco SwissHelicopter – Made in Switzerland
E2E visualization throughout entire (digital) enterprise
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•
•
•
•
•
Spare parts production practices changes completely with 3D models and printing
Such “on demand” production decreases shipment/logistics and machine maintenance costs
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At Smart factories connectivity enables intelligent maintenance
introducing new possibilities to machine-software-work piece communication (e.g. Villeroy & Boch)
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•
•
•
•
•
Fidor bank leverages disruptive technologies to boost customer satisfaction
providing easy access to special features like Social Lending, Social Trading, Crowdfunding and more
Availability
24*7
Peer-to-peer / C2B
lending
Community
advising
Crowdfinancing
available
Open platform
for products
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The world changes profoundly and it’s
up to the companies to benefit the
opportunities for their business models
Business model vs. Process/product innovation
Business model innovators outperform traditional innovators
TSR premium over industry peers,
median performance (%)
6.8
8.5
Business
model
innovators
 Product customization offered as a service
 Offering additional value to the customer
and increasing the coverage of customer
segments
 Transition from product to performance
Process and
product
innovators
1.7
3-year period
TSR premium is defined as the percentage by which innovators’ average total shareholder return (TSR) exceed that of their industry peers.
Sources: BusinessWeek/BCG Innovation Survey, 2008; BCG ValueScience analysis.
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Innovation capability determines profitability
Business model innovation helps to be at the high end of the value chain
High end
Value Chain
~ 40 %
profit
Low end
Manufacturing of mobile devices
Copyright Business Transformation Academy
~2%
profit
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Swiss companies can leverage multiple opportunities
and modernize there business models before it’s too late

High performing research and education system

High degree of IT competence

Short distances and close collaboration
between suppliers and customers

Qualified and highly motivated employees

Market leadership in engineering and machinery

Innovation potential for embedded systems and automation
Innovation ecosystem,
encouraging research and
development activities as
well as introducing new
business models
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What can happen
if the company does not embrace the
changes & benefit existing trends ?
On different stages of business transformation
Flexibility tends to decrease with increasing pressure
Capital consumption,
negative cash flow
Unclear
operating
results
Loss of
customers
Lack of liquidity
Blockade of
necessary
transformation efforts
Lack of
business
success
Lack of
strategy
Negative impacts not
yet visible
Lack of
stakeholder
commitment
Sustained
success
Lack of
awareness
and knowledge
Pro-active
management
high
Stage 0
Stage 1
Flexibility to react
(time and options)
Stage 2
Stage 3
Stage 4
Stage 5
low
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Transformation readiness and barriers
negatively impact the companies ability to generate room for maneuver to realize transformation options
Market barriers increasingly limit the
options for transformation:
 for market entry
 for market exit:
Processes have a great impact:
 Business processes today are often static
or fragmented.
 Heterogeneous character of application
landscape hard to manage in a system
Employee and management barriers
increasingly limit the ability to transform:
 Resistance to change often caused by a lack of
information
 Management resistance
Flexibility to react
(time and options)
Stage 0
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
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Time to act!
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Thank you
Axel Uhl
Head Business Transformation Academy
E: [email protected]
M: +41 79 828 03 31
© 2015 SAP SE oder ein SAP-Konzernunternehmen.
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Produkte können länderspezifische Unterschiede aufweisen.
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innovation - SAP Schweiz

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