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Global Business Changeผ.ศ.มฑุปยาส ทองมาก
the key forces for change
The key forces for change
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace ที�มา: https://www.statista.com/chart/5403/most-valuable-companies-2006-vs-2016/
Fortune's List of Most Admired Companies 2018
ที�มา: http://www.patentlyapple.com/patently-apple/2018/01/fortunes-list-of-most-admired-companies-
in-the-world-for-2018-has-apple-at-1-for-the-11th-consecutive-year.html
To select our 50 All-Stars, Korn Ferry asked
3,900 executives, directors, and securities
analysts who had responded to the
industry surveys to select the 10
companies they admired most. They
chose from a list made up of the
companies that ranked in the top 25% in
last year’s surveys, plus those that
finished in the top 20% of their industry.
Anyone could vote for any company in any
industry.
The key forces for changeTransformed competitive contexts
Transformed consumer contexts
Transformed company contexts
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace
Transformed competitive contextsHorizontal Innovation – competition from anywhereHorizontal Innovation™ is the effective transfer and application of pre-existing technologies
and knowledge from one industrial sector, to help meet a challenge or challenges, in another.
The full stack startup
The shifting nature of (competitive) advantageNeed more agile organizational strategy e.g. continuous reconfiguration, healthy
disengagement, resource allocation that supports agility, innovation proficiency, and leadership
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace/ The Institution of Engineering and Technology.
ที�มา: https://www.researchgate.net/profile
/Kostas_Dervitsiotis/publication/233
463195/figure/fig3/AS:30015306916
2496@1448573476030/The-
pursuit-of-full-spectrum-
horizontal-and-vertical-
innovation-capability.png
ที�มา: https://www.statista.com/chart/3904/worlds-most-valuable-startups/
Transformed competitive contexts: DTAC ยกเลกิการวดัผลแบบ KPI ในองคก์รhttps://brandinside.asia/why-dtac-say-no-to-kpi/
https://marketeeronline.co/archives/61685
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace/ The Institution of Engineering and Technology.
Transformed consumer contextsThe gateway principle and the customer interface battleEver-more sophisticated UI enable the potential for more progressive user interaction and
seamless UX.
Ubiquitous digital services: GAFA are building ecosystems of digital touch points around users to perform all manner of tasks.
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace
ที�มา: https://medium.freecodecamp.org/whats-the-difference-between-ux-and-ui-design-2ca8d107de14
ที�มา: http://www.afrique-it.com/en/web-tech/google-facebook-apple-and-amazon-four-of-the-worlds-digital-engines/
ที�มา: https://www.statista.com/topics/4213/google-apple-facebook-and-amazon-gafa/
ที�มา: www.jinfinity.co.th/บทความ/gen-ไหนเหมาะกบัแบรนดส์นิคา้ ที�มา: https://www.robertson-associates.eu/blog/2013/11/29/which-generation-are-you-xyz-lost
Transformed company contextsThe data explosion
Everything becoming a service, and software eating the world
From linear to networked dynamicsSharing economy
The heighten impact of talenthttps://adecco.co.th/en/employers/adecco-services-detail/digital-talent
https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/the-new-tech-talent-you-need-to-succeed-in-digital
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace
Sharing Economyที�มา: http://www.dhl.com/en/about_us/logistics_insights/dhl_trend_research/sharing_economy.html#.W0a-H9L7TIU
ที�มา: https://futurelab.assaabloy.com/en/security-in-the-sharing-economy/
https://help.grab.com/hc/th/article
s/115015767528-
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Which-service-should-I-choose-
The agile context model
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace
ที�มา: https://www.optisolbusiness.com/insight/digital-transformation-cultural-or-technological
The key challenge: rates of change
ที�มา: Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace
How digital disrupts
Technology life cycle
ที�มา: https://www.sciencedirect.com/science/article/pii/S0040162512002478
ที�มา: https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/disruptive-technologies
Digital Transformation
DIGITAL TRANSFORMATION คอื การนําเอาเทคโนโลยดีจิติอลตา่งๆ มาประยุกตใ์ชใ้หเ้กดิมูลคา่
ทางธุรกจินอกเหนือจากการคา้ แตเ่ป็นเร ื#องของประสทิธภิาพในการทําธุรกจิ และขดีความสามารถในการแข่งขนัดา้นการทํางาน ลดตน้ทุนเพิ#มความพงึพอใจของลูกคา้
อาศยั 3 สิ�ง คอื1. วสิยัทศัน์ ที�เฉียบแหลม ของ
ผูบ้รหิาร2. พนักงาน ที�พรอ้มพฒันา3. กลยทุธด์จิทิลั สรา้งสนิคา้หรอื
บรกิารใหม่ๆ
ที�มา: DR.SOMSAK WATTANASRI - THAI CSSA
PRESIDENT
ที�มา: https://www.catapultsystems.com/services/digital/
https://www.brandbuffet.in.th/2018/01/retail-business-invest-in-digital-transformation/
A Framework for Digital Transformation
TRENDS IN BUSINESS TRANSFORMATION
EXECUTIVE EUROPEAN SURVEYA B O U T A B O U T A B O U T A B O U T C A P G E MI N IC A P G E MI N IC A P G E MI N IC A P G E MI N I ::::
A G LO B A L L E A D E R I N C O N S U LT I N G , T E C H N O LO GY S E R V I C E S A N D D I G I TA L T R A N S F O R M AT I O N , C A P G E M I N I I S AT T H EF O R E F R O N T O F I N N O VAT I O N TO A D D R E S S T H E E N T I R E B R E A D T H O F C L I E N T S ’ O P P O R T U N I T I E S I N T H E E V O LV I N G W O R L DO F C LO U D, D I G I TA L A N D P L AT F O R M S . B U I L D I N G O N I T S S T R O N G 5 0 - Y E A R H E R I TA G E A N D D E E P I N D U S T R Y - S P E C I F I CE X P E R T I S E , C A P G E M I N I E N A B L E S O R G A N I Z AT I O N S TO R E A L I Z E T H E I R B U S I N E S S A M B I T I O N S T H R O U G H A N A R R AY O FS E R V I C E S F R O M S T R AT E GY TO O P E R AT I O N S . C A P G E M I N I I S D R I V E N BY T H E C O N V I C T I O N T H AT T H E B U S I N E S S VA LU E O FT E C H N O LO GY C O M E S F R O M A N D T H R O U G H P EO P L E . I T I S A M U LT I C U LT U R A L C O M PA N Y O F 2 0 0 , 0 0 0 T E A M M E M B E R S I NO V E R 4 0 C O U N T R I E S . T H E G R O U P R E P O R T E D 2 0 1 7 G LO B A L R E V E N U E S O F E U R 1 2 . 8 B I L L I O N .
Some key findings
34
On average, large Western European companies have undertaken seven Business Transformation projects over the last three years
Business Transformation has become a central way of working; however, less than one third of companies feel that they excel at it
Companies do well in the top-down dimension, but less so in the bottom-up dimension of Business Transformation
Shortcomings in execution, and insufficient acceptance by company employees are the most important reason for Transformation failure
Implementation is by far the riskiest stage within the execution of a large-scale Transformation
Ongoing support from senior management is by far the most important success factor for Business Transformation
Source: Capgemini / EIU Business Transformation European Survey
What is our understanding of Business Transformation?
35
Business Transformation Programs are complex, performance-enhancing initiatives
that cross functional and geographical boundaries within large organizations.
Business Transformation Programs bring about fundamental changes in the way a
business is run; they need to integrate the dimensions of strategy, structure,
processes, people and IT technology and therefore require a holistic approach.
Source: Capgemini / EIU Business Transformation European Survey
Competition and industry consolidation are the most important external trends driving Business Transformation
36
• Groundbreaking advances in
information and communication
technology, eroding the constraints of geography
• Worldwide standardisation and
harmonisation of business practices
• Decrease of political and logistical
barriers to cross-border trading
44.0%Increased competition from
overseas competitors
34.4%Industry consolidation
33.6%Increased competition from
domestic competitors
29.6%Technological change
27.2%Changing customer preferences
27.2%Regulatory change /
government policy
On average, large Western European
companies have undertaken seven
Business Transformation projects over
the last three years.
Underlying trendsMarket and industry trends driving Business Transformation
Source: Capgemini / EIU Business Transformation European Survey
Growth has become the most important internal driver for Business Transformation
37
• Many large European companies
have restructured, cut cost, and
shed non-core businesses
• These companies are now seeking to capitalize on their new strengths
• Growth opportunities are typically
seen outside of Western Europe
54%Revenue growth
39%Cost cutting
31%Increased productivity
“Our deepening understanding of doing business in Asian cultures will make Mergers and
Acquisitions a more compelling growth strategy for Western companies, while companies in
India and China will increasingly see such transactions as a means to create globally
competitive brands.” – Richard Scase, Prof. of Organizational Behaviour, University of Kent, UK
Underlying trendsInternal trends driving Business Transformation
Source: Capgemini / EIU Business Transformation European Survey
Corporate transactions and outsourcing / offshoring remain the most prevalent types of Business Transformation
38
2004 – 2006 2007 – 2009 (expected)
58.4%Corporate transaction
53.6%Outsourcing / offshoring
51.2%Enterprise-wide IT project
48.0%
Cross-functional
performance
improvement program
39.2%Value-chain optimisation
32.8%Strategic change
24.8%Enterprise-wide
organisational restructuring
56.8%
52.8%
53.6%
44.0%
33.6%
46.4%
46.4%
= Trend
1
3
2
5
6
4
4
4 = Ranking 2004 - 2006
Trends in the types of Business Transformation
Source: Capgemini / EIU Business Transformation European Survey
Business Transformation has become a central way of wor-king; however, less than one third of companies excel at it
39
Trends in approaching Business Transformation
• Large-scale change is no longer a rare occurrence, increasingly it is the normal state of affairs
• Most respondents expect a slight increase in the number of Business Transformation
Programs in the future
• Many companies undertake at the same time “breakthrough projects” which focus on
the external competitive environment, and “performance improvement projects” which
are more internally focused
• The mechanics of Transformation move away from individual projects towards an
environment of constant change
“Business Transformation has become
a central way of working”
“Business Transformation is something
our company excels at”
Source: Capgemini / EIU Business Transformation European Survey
Companies do well in the top-down dimension, but less so in the bottom-up dimension of Business Transformation
40
= Very weak / weak = Average = Strong / very strong = Don’t know
Companies do well in
initiating projects in
the top-down
dimension …
… but do not pay
enough attention to
the mechanics and
processes that will ensure that the
objectives are
achieved
bottom-up.
Top 5 weaknesses of the projects
Top 5 strengths of the projects
Source: Capgemini / EIU Business Transformation European Survey
Determining the need for transformation projects
Setting objectives
Communicating objectives to shareholders
Setting up and managing project teams
Evaluating Risks
64%
64%
55%
46%
44%
Dealing with training / people management issues
Communicating objectives to employees
Avoiding project slippages
Evaluating the success of projects
Implementing IT / systems changes
25%
27%
29%
30%
30%
Implementation is by far the riskiest stage within the execution of a large-scale Transformation
41
• Implementation is the most
important phase of a Business
Transformation
• Programs are more and more complex, especially in a global
environment
• The next two risk factors deal with
a faulty set-up of a Transformation Program – especially the
formulation and communication
of Transformation objectives
“The only thing that keeps
corporate cynicism at bay
is success.” –
Iain Ferguson, CEO, Tate & Lyle
37,6%
Implementation
12,8%
Communication
of objectives
12,0%
Formulation of
strategy and
transformation objectives
10,4%Planning of
implementation
Post-
implementation
Recruitment and
motivation of
project team
New solution design
4,8%
No stage tends
to be riskiest
CommentsWhere are the risks of failure highest?
Source: Capgemini / EIU Business Transformation European Survey
Ongoing support from senior management is by far the most important success factor for Business Transformation
42
Support from senior management
12.8%
20.8%
64.8%
Communication of objectives
Internal capability to run and manage B.T. projects
41.6%
Planning and results monitoring 8.0%
Flexible and scalable IT systems 7.2%
Role model of leadership in embracing change 5.6%
Alignment with overall strategy
22.4%
Sufficient and adequate resource allocation
27.2%
Buy-in from employees 32.0%
Ambitious, but realistic transformation plan
Leadership capabilities in management team
Collaboration across functions
24.8%
21.6%
Key success factors
Don’t expect to sit in the back seat during implementation!
Source: Capgemini / EIU Business Transformation European Survey
Insufficient acceptance by company employees is the most important reason for Transformation failure
43
Key reasons for failures
55%
C-level executives 26%
Non-C-level executives
Large difference in perception
Is not accepted or adopted by employees
Is not completed in time
IT / infrastructure problems
Change of strategy renders it obsolescent
Faulty strategic rationale
Exceeds initial budget
40.8%
32.0%
12.0%
17.6%
21.6%
12.8%
Are C-level executives realising that
they are failing to communicate
with their staff adequately?
Source: Capgemini / EIU Business Transformation European Survey
ที�มา: https://medium.com/suspended
Digital Culture
Barriers in Digital Transformation
ที�มา: Capgemini Consulting ที�มา: Capgemini Consulting
What is Digital Cultureที�มา: Capgemini Consulting
Employees don’t see their organizations’ culture as “digital”
ที�มา: Capgemini Consulting
ที�มา: Capgemini Consulting
Understanding the leadership—employee divide We found that senior executives in these countries have failed to do a number of things including:
• Articulate the culture vision in order to give managers and employees a standard for their work
• Adapt cultural pursuits to accompany a digital vision
• Act as mentors and role models to achieve over-arching cultural ambitions
• Adjust KPIs or the incentive structure to align with the transformation goals, or embed desired behavioral changes in core value statements.
ที�มา: Capgemini Consulting ที�มา: Capgemini Consulting
ที�มา: Capgemini Consulting
41% vs. 85%Percentage of employees vs.
leadership who believe they
easily collaborate across their
organization
Management does not feel empowered to be a catalyst for the culture change agenda
ที�มา: Capgemini Consulting ที�มา: Capgemini Consulting
Leadership believe they have a digital vision, employees disagree
ที�มา: Capgemini Consulting
Innovation exists in theory, but not necessarily in practice
ที�มา: Capgemini Consulting
66% vs 32%Percentage of leadership
and employees who
believe there is no
bureaucracy for
submitting ideas
Collaboration is a myth, say employees; leadership disagrees
ที�มา: Capgemini Consulting
Who are the digital culture leaders?The Front-Runners represent close to a third of the organizations we surveyed (34%) and are characterized by a combination of the two following key features:
1. They have performed consistently well across the seven dimensions of digital culture
2. Their leadership has largely succeeded in aligning the wider organization to the desired culture.
Profile of Front-Runners
ที�มา: Capgemini Consulting
ที�มา: Capgemini Consulting ที�มา: Capgemini Consulting
How to evolve your digital culture?Coding a Digital DNA
ที�มา: Capgemini Consulting
Group Discussion
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ยกตวัอย่างองคก์รมา 1 องคก์ร แลว้มองภาพองคก์รยอ้นหลงัตั2งแต่อดตี (ตอนที�ยงัไม่นําเทคโนโลยดีจิทิลัเขา้มาใช)้ – ปัจจบุนั (นําเทคโนโลยดีจิทิลัอะไรเขา้มาชว่ยอย่างไรบา้ง) – อนาคต (ทาํนายความเปลี�ยนแปลงขององคก์รในอนาคต) วา่จะมคีวามแตกตา่งในเร ื�องความเป็นดจิทิลัขององคก์ร อย่างไร
นําเสนอกลุม่ละ 2-3 นาที