SBI

1. Disruptive change
2. Internal efficiency
3. External opportunities

1. Improving
2. Extending
3. Discovering

1. What do we want to achieve?
2. Who can help us with what?
3. Why do we want to transform and who do we need?

1. Customer
2. Business Model
3. Capabilities
4. Operations
5. Technology
6. Organization

X
    Internal
    External
Y
    Business
    Human

1. Estimate the level of risk of disruption in which their existing business model is located
2. Determine their willingness to invest to prepare the company for possible disruptions and to open up new business opportunities in developing markets
3. Allocate their overall investment to dedicated teams
4. Derive a timeframe for a periodic evaluation of progress

systems thinking

1. Analyze

2. Orientate

3. Navigate

1. Company Analysis
2. Identify Opportunities
3. Choose and evaluate opportunities
4. Establish and realize roadmap

• •Increase of electricity usage (2-6x in the next 10 years)
• •Armed conflict, child labor for precious metals
• •China has a monopoly on rare earth metals
• •Data privacy
• •Surveillance capitalism
  • •Behavioral surplus
  • •Prediction products
  • •Behavioral futures markets
• •Cyber security
• •Health effects (Non-communicable Diseases – NCDs)
• •Waste and carbon emission
• •Loss of human skills
• •Digital exclusion
• •Child protection and the internet

Market Growth vs Share

Questions Marks, Stars, Dogs, Cash Cows

•Hofstede

•negative association between uncertainty avoidance and risk-taking

•different cultures have a different risk-taking attitude

•Risk taking = more creativity

Competiveness (unclear, clear, unique) vs Environment (threatened, settled, developing)

Existing business streams are most likely to be found in the upper left corner

Additional business streams on the lower right corner

• Digital Society Management and Customer Centricity
  • allows the company to gain knowledge about the customer expectations of the future in order to develop plans to meet those expectations
• Strategic Management
  • ability to use digital enablers to realize competitive differentiations, regarding the integration of employees
• Intensity of Current Digital Activities
  • indicates the capability to realize the alignment from the technical perspective
• Company Culture and Leadership
  • agility to align a company from an organizational perspective to the digital strategy

•Initial assessment of the environment and the digital impact on the company

•Agreement on relevant indicators that will influence the ability of the company to achieve sustainable competitiveness in the digital age.

•Selection of metrics for the assessment of these indicators and conduction of appropriate interviews.

•Discussion of the Digital Maturity and derivation of three options for action until the next assessment.

82%

Business Development which requires managing knowledge and skills

• New customers are not known
• Use of communication channels
• Early adoption

•Employee Knowledge about marketing and business

•Commitment to the use of social media

•Team-oriented culture

•Uncertainty regarding the development of the digital society

•Cultural risk aversion

•Business Stream Matrix can be used for alleviation to help risk-averse managers to transform their business with transparent risk allocation and limitation. The risk limitation is supported by the overview, which allows the allocation of a positive cash flow pro rata with an expected success to the business development teams

1. Flexibility
2. Collaboration
3. Meritocracy

•Flexibility/Agility

•Digitalization of Communication/Coordination

•Standardization

•Risk Reduction

•System Structures

•the exposure to the great influence from the ongoing digital transformation and the newly given conditions of the digital society.

40% - Rossi, 2017