Autonomous Mobility is just one experience area for exponential technologies by 2030. Virtualization will fundamentally change essentially all aspects of life. This report considers eleven experience areas, ranging from Liquid Work, Personalized Health and Connected Buildings, to Seamless Transactions and Supply Chains. For instance, Personalized Health will put people more firmly in control of their health choices. Advancements in data analytics and AI, as well as plummeting costs for DNA sequencing, will pave the way for more effective, personalized healthcare that emphasizes preventive measures over fighting illness. Diagnosis and treatment will no longer need to be conducted face-to-face because technology will enable remote and digitally enhanced patient-doctor interactions and automated diagnostics, enhanced by crowdsourced peer-advice, drastically cutting costs for the healthcare system.
In this paper, which aims at becoming a starting point for a creative dialogue between corporations, the public sector and various policy makers, we explore the role of data in the digital transformation process of enterprises, we highlight some of the best practices and reflect on how these insights could be used in order to create a collaborative framework across the local ecosystem.
Setting a frame for knowledge exchange and fruitful discussions among experienced innovators of the Greek market underscores the value of cross-cultural, cross-organisational, facilitated conversations as spaces for developing broad strategic approaches to innovation. Such approaches allow for shared experiences, the crosspollination of ideas and the planting of seeds for potential future collaborations.
From Growth Mindset to Digital Transformation Strategy: It’s about Building Bridges & Great Journeys, NOT just Technology
Article published on April 19, 2019 by Professor Yannis A. Pollalis
A pharmacist decides to build an e-shop and thinks he has mastered the “digital age”…a bookstore owner builds a website where customers can review and order books and also thinks he is a pioneer in “digital transformation”…and an electronics retailer develops an app for mobile phones that allows his customers to find and order products from his store and likewise thinks he has a ‘’digital strategy’’…………. click here to read the full text.
Digital transformation. It’s inescapable, powerful and daunting. While it began slowly decades ago, in the digitization of information, infrastructures and ecosystems, its force is now felt in the digitization of our communities and even our interpersonal relationships. With connection speeds going up, data becoming the modern currency and the cost of storage going down, more has become possible, which has led to even more becoming imaginable. Yet digital transformation doesn’t come without ripple effects that disrupt traditional ways we engage with customers, our networks and each other. As a leader in security and risk management for 35 years, RSA will continue to deliver game-changing innovations to help our customers address new waves of progress. RSA has contributed in many ways—from driving the early digital transformation of e-commerce through creation of certificate authorities that enabled secure transactions, to exercising leadership today in omnichannel fraud prevention; risk-based identity and access management; security analytics, threat detection and response; and integrated risk management.Now, our customers look to us to help them achieve more ambitious transformation initiatives, as they adopt cloud computing, machine learning, IoT, autonomous vehicles and robotics. These advancements will enable them to accelerate business opportunities, create engaging customer experiences and modernize connected infrastructures. But digital transformation comes with digital risk, which has impact and consequence at a scale, scope and speed we are only just beginning to understand.
This report was prepared by Found.ation in order to provide a valuable scope of the Greek business ecosystem, examine the degree to which companies and large organisations have adopted Digital Transformation procedures, and pinpoint the reasons for any delays.
The report follows the strategy of selected large organisations that operate in the country and aims at drawing attention to the need for transformation, especially in striving economies such as Greece. A look into the country’s DESI indexes and Digital Transformation Scoreboard 2018 is also included in order to offer a context of understanding, in conjunction with a few details regarding the state of the Greek economy.
Η μελέτη για την Ψηφιακή Ελλάδα αποτελεί μια ολοκληρωμένη πρόταση πολιτικής για το σύνολο της ελληνικής οικονομίας, ένα blueprint «με το κλειδί στο χέρι» για κάθε φιλόδοξο μεταρρυθμιστή.
Με σαφείς και ρεαλιστικούς στόχους πολιτικής, συγκεκριμένες δράσεις και μετρήσιμα αποτελέσματα, η μελέτη αυτή καταδεικνύει τα επιπλέον οφέλη που μπορεί να προκύψουν αν η χώρα μας θέσει ως στόχο τον ψηφιακό της μετασχηματισμό μέσα στα επόμενα τέσσερα χρόνια, καταλήγοντας στο συμβολικό 2021.
Έρευνα γνώμης για το έτος 2018 του Παρατηρητηρίου Επιχειρηματικού Περιβάλλοντος του ΣΕΒ «Ο σφυγμός του επιχειρείν»
Η ετήσια έρευνα γνώμης του Παρατηρητηρίου Επιχειρηματικού Περιβάλλοντος του ΣΕΒ «Ο σφυγμός του επιχειρείν»,που ολοκληρώθηκε με τη συνδρομή της MRB, αποτιμά το βαθμό ελκυστικότητας του επενδυτικού περιβάλλοντος στη χώρα. Αναδεικνύεται εμφανώς ότι, παρά τις όποιες βελτιώσεις που σημειώθηκαν τα τελευταία χρόνια, εξακολουθούν να είναι αναγκαίες περαιτέρω μεταρρυθμίσεις, καθώς τα δομικά προβλήματα της οικονομίας παραμένουν άλυτα και εξακολουθούν να κρατούν περιορισμένες τις ιδιωτικές επιχειρηματικές επενδύσεις και καθηλωμένη την ανάκαμψη της οικονομίας. Η προσεκτική ανάγνωση της μελέτης μπορεί να δώσει πολλές χρήσιμες απαντήσεις σε όσους σχεδιάζουν και υλοποιούν μεταρρυθμίσεις, καθώς απαντώνται μια σειρά από ερωτήματα, όπως:
1) Γιατί αποτυγχάνουν οι μεταρρυθμίσεις;
2) Υπάρχει περιφερειακή πολιτική για τις επιχειρήσεις και τις επενδύσεις;
3) Ποιες δημόσιες υπηρεσίες βαθμολογούνται με άριστα από τις επιχειρήσεις και γιατί;
4) Γιατί επανεμφανίζεται η διαφθορά ως ένα βασικό αρνητικό χαρακτηριστικό του επιχειρηματικού περιβάλλοντος;
5) Με ποιες πολιτικές αντιμετωπίζονται τα 10 σημαντικότερα επιχειρηματικά προβλήματα;
The Digital Advantage: How digital leaders outperform their peers in every industry: a research by CapGemini Consulting
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users.1 There are more than 6 billion mobile phones. 2 Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them. Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them.
Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies. We decided to find out what fast-moving digital innovations mean for large traditional companies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital transformation has moved from strategy to execution in the majority of businesses around the world. Yet experience are far from uniform. Taking a snapshot of that changing business landscape, Fujitsu’s Global Digital Transformation Survey 2018 questioned 1,535 CxOs and decision-makers at large and mid-sized companies from key industry sectors spread across 16 countries worldwide.
The results not only reveal the current digital state of play across the globe but also offer a guide to the critical success factors for real digital transformation – the kind that leads to a step change in business success.
Digital transformation is not about riding out a storm and hoping it will pass. It is about embracing change – and accelerating it. New digital services from automation to the Internet of Things, cloud services to outsourced applications, provide opportunities for efficiency and growth. By understanding the connections between technology and people, small ideas can grow big in a very short space of time. This isn’t easy, and it doesn’t happen overnight. But it is essential to both future leadership capabilities and organisational health to get started.
To find out how organisations are going about this, identify the barriers in the way, and highlight the most successful strategies, the Center for Creative Leadership (CCL) and CorporateLeaders surveyed 100 European VPs and Directors in HR, L&D, Leadership Development and Talent Management to better understand how organisations are preparing for digital transformation from a strategy and leadership perspective.
Digital transformation is crucial to most companies’ long-term vision, but are organizations truly ready for it? Do they have the technical infrastructure and staff to support that vision? Appian and DevOps.com endeavored to answer these questions through what we’ve dubbed the 2018 Digital Transformation Readiness Survey.
What we’ve found is that organizations are eager and optimistic about their digital transformation prospects in the coming years. But they still feel understaffed and overwhelmed when it comes to delivering the software that will support the transformations they have in mind.
No matter the company size or even which industry an organization operates in, growing revenue and enacting digital transformation are what truly drives IT strategy these days. Long gone are the days of IT as a simple cost center and it’s no longer considered a ‘win’ for CIOs to simply keep the infrastructure running.
This study is based on IDC’s ongoing Global DataSphere research and market sizing models. Industry and specific geographic Datasphere research was conducted in September 2018 by IDC. In addition, 2,400 enterprise decision makers were surveyed, and in-depth interviews were conducted with senior IT executives at a variety of industries to inform this study.
The survey was with decision makers who had responsibility for or knowledge of their organization’s use, management, and storage of data leveraging advanced technologies including Internet of Things, real-time analytics, and AI/machine learning.
What does being a “digital business” mean to organizations? IDG surveyed 702 IT and business management decision-makers to find out. Respondents were given nine “meanings of digital business to learn see which ones resonated the most with how their organization views digital business.
For about half of survey respondents, becoming a digital business means enabling worker productivity through tools such as mobile, data access and AI-assisted processes (52%), and the ability to better manage business performance through data availability and visibility (49%).
For one-third or more of IT decision-makers, it means meeting customer experience expectations (46%), understanding customer needs through data collection and analysis (44%), providing secure, optimized anywhere/anytime access to assets (39%), digitally modifying business and/or processes (37%), developing new digital business/revenue streams (33%), and achieving top-line growth through digital product enhancements/new digital products or services (31%).
For more than a quarter of companies surveyed (27%), it means digital globalization – the flow of data and information worldwide which enables the movement of goods, services, finance and people. All of these objectives require a smart combination of technologies, both proven and some in their very early stages, to achieve their intended results.
Digital, internet or e-marketing models have emerged over the last decade. Partly in response to a new digital era and partly as a result of new disruptive methods of marketing. We have created this guide based on the growing need for a definitive source of digital marketing models.
We have started with the top ten and it may be that there are others you think we should include in the next version. As with our Essential Marketing Models, this guide explains the fundamentals of each model, how it works and gives examples of how to use each model along with best practice advice and templates to use in your business.
This guide to digital marketing models comprises frameworks and tools for digital audits, planning and strategy.