2020 突破數字化的天花板：從數字化的成熟到保持企業生命力 - Infosys（英文版）.pdf

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1、From digital maturity to living enterprise INFOSYS DIGITAL RADAR 2020 | 3 External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Contents The digital journey gets tougher 4 Against a digital ceiling 5 The Digital Maturity Index rates enterprises on tech

2、initiatives 6 Comparing clusters on their digital transformation journeys 7 Explorers and Visionaries exhibit consistent progress across initiatives 8 Digital marketing, enterprise learning show gains 10 Not technological, but cultural barriers block progress 12 Digital maturity by industry 15 The w

3、orld is filled with digital explorers 16 The synergy of sustainability and technology 17 The case for the living enterprise 18 Shifting from digital maturity to live enterprise 20 1. Architect for evolvability 21 2. Operate with accountable agility 22 3. Value employee interactions over transactions

4、 24 4. Move from linearity to circularity 25 5. Build resilience through velocity and trust 26 Breaking through the ceiling: The next evolution never ends 27 Methodology 28 Acknowledgments 29 4 | External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise The

5、 digital journey gets tougher For decades, enterprises have achieved great strides in productivity and efficiency by adopting digital technology. But companies are increasingly facing pressures to get the most out of those technologies. The Digital Radar 2020 report shows that despite rapid adoption

6、 of digital initiatives, many companies hit a digital maturity ceiling. The report further shows that while customer-centricity is important, the most successful companies focus on employees as well. The report builds on and extends recent Infosys work tracking the progress of digital transformation

7、 globally. In early 2018, we surveyed more than 1,000 respondents from large companies (more than $1 billion in revenue) in seven countries about which of 22 digital initiatives they adopted. Based on their responses, we categorized companies into Watchers, Explorers and Visionaries. In late 2018, w

8、e repeated the survey and reported the results in the inaugural Digital Radar 2019 report. In that report we found a slight increase in the middle cluster, but no movement to the upper end. In late 2019, the Infosys Knowledge Institute again surveyed more than 1,000 business leaders to assess digita

9、l transformation progress. Our research showed that companies readily moved from Watcher to Explorer, but making the leap to Visionary was far less frequent. (See Figure 1.) The current study also found greater maturity across geographies, as the majority of companies based in each of the seven regi

10、ons surveyed are now in the middle Explorer cluster. Digital Radar 2020 research also shows that barriers to change are evolving. Traditional barriers like insufficient investment and legacy infrastructure have become less pressing than human-centered challenges such as risk-averse cultures and tale

11、nt shortages. Finally, enterprises continue leveraging technology to improve efficiency and productivity, but the most successful businesses now also transform to improve customer experience and employee engagement, the survey found. Figure 1. Stuck in the middle WatchersExplorersVisionaries March 2

12、018November 2018November 2019 0% 10% 20% 30% 40% 50% 60% 70% 80% 28% 50% 61% 68% 22% 21% 22% 18% 10% Companies are stuck after progressing to the middle Explorer tier. | 5 External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Against a digital ceiling L

13、everaging technology to increase efficiency is no longer enough. To differentiate and succeed, leading companies apply technology with an eye to how it affects the employees and customers who use it. Consider employee expense reimbursements: Companies gained efficiency advancing from paper forms to

14、computer spreadsheets. Enterprises gained further when they replaced the bookkeepers spreadsheet with intelligent cloud-based systems. However, unless leaders consider how changes touch the employees using the system, incremental investment will only produce diminishing returns. Companies that have

15、broken through the digital ceiling to the top Visionary tier demonstrate the value of that focus. Visionary companies use technology more frequently to improve customer experiences and empower their employees, research results show. Also, they more frequently apply technology to respond quickly to b

16、usiness changes. John Romano, former Chief Information Officer (CIO) of Australian telecommunications company Telstra, says that shift in mindset can be a catalyst for change. “Our role in IT is to enable customers to be better served,” he says. If a company aims to deliver great service, but define

17、s that as simply doing better than it did yesterday, it will remain behind the industry standard, Romano says. Customer expectations continue to rapidly evolve, and in uncertain ways. Large businesses must respond differently to compete with the fast and personalized service provided by disruptive d

18、igital natives. Think about how Netflix or Uber deliver: “Thats how customers now think they should be served,” he says. “That is the new standard and anything less is a bad experience. The beauty of that is you can make adjustments very quickly,” Romano says. “In any implementation that focuses onl

19、y on technology rather than business transformation, its difficult to see return on investment.” Jonquil Hackenberg, Managing partner at Infosys Consulting 6 | External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise The Digital Maturity Index rates enterp

20、rises on tech initiatives Digital Radar 2020 measured companies on our Digital Maturity Index to compare year-on-year progress toward digital maturity. We created the Digital Maturity Index for Digital Radar 2019, identifying 22 initiatives that signaled digital maturity and asked respondents where

21、their companies stood on implementing each initiative: 1. Not started (or in planning). 2. Completed multiple proofs of concept. 3. Completed pilot projects. 4. Operating at scale. Responses were analyzed and scored on an index from 0 to 100, assessing progress on the 22 initiatives. We repeated the

22、 methodology and approach for the current survey to establish a valid comparison with the previous survey. The majority of companies this year fall into the Explorer cluster, and toward the top edge of that range. (See Figure 2.) Figure 2. Advanced Explorers The bulk of companies this year are appro

23、aching the upper edge of the Explorer cluster. Number of companies Digital Maturity 0 50 100 150 200 95-10085-9575-8565-7555-6545-5535-4525-3515-255-150-5 Explorers 68% Visionaries 22% Watchers 10% | 7 External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterpri

24、se Comparing clusters on their digital transformation journeys In our previous research, we found that as enterprises progress from Watchers to Explorers to Visionaries, they operate a progressively larger number of digital initiatives at scale. While still true, what is new this year is that digita

25、lly mature companies report scale across the full range of initiatives, as shown in the nearly full outer circle (representing Visionaries) in Figure 3. As in Digital Radar 2019, we grouped the initiatives into four categories: Foundation initiatives must be implemented to modernize legacy systems.

26、Mainstay initiatives represent the core elements of digital transformation, including automation and artificial intelligence. Customer initiatives primarily impact the customer experience. They include omni-channel marketing and content personalization. Forefront initiatives harness cutting-edge tec

27、hnologies, such as augmented reality, drones and blockchain. Figure 3. Cluster analysis Visionaries stand out with strong progress across 22 digital initiatives. MAINSTAYCUSTOMER FOREFRONT FOUNDATION VisionaryExplorerWatcher APIs Legacy Modernization Enterprise Cloud Big Data and Analytics DevOps an

28、d Agile IT Automation IoT Enterprise Service Management Solutions Enterprise Learning Management Platform Robotic Process Automation (RPA) Artifcial Intelligence Digital Marketing Digital Product Engineering Content Personalization 3D Printing Augmented Reality Blockchain Virtual Reality Cybersecuri

29、ty BPM Drones Omni-Channel Marketing 8 | External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Explorers and Visionaries exhibit consistent progress across initiatives The Visionaries continue to digitally advance and move closer to scale. Similarly, Ex

30、plorers progressed on digital initiatives, just not at the scale of Visionaries. The lagging Watchers were less prominent and more uneven in their progress, making gains primarily in legacy modernization and omni-channel marketing. This uneven progress is reflected in the comments of Watcher-grade s

31、urvey respondents, many of whom lamented that risk-averse leadership and cultures mean that significant change in their organizations doesnt happen fast enough. A director at a Canadian IT firm, for instance, related that their biggest challenge involved spending “an enormous amount of time to prove

32、 that risk to the organization is minimal.” The unevenness in the lowest cluster also recalls last years cluster progress, when companies across the board were all less digitally mature and more uneven in their progress toward these initiatives. (See Figure 4.) Visionaries: Far ahead of their peers,

33、 motivated by customer demands and employee needs Visionaries are far ahead of their peers, with an average of 13 digital initiatives at scale. Even the initiatives not yet at scale have advanced to the pilot project phase. Nearly half of Visionaries describe “empowering employees” as a major busine

34、ss objective for transformation, compared with less than one-third of Explorers and less than one-fifth of Watchers. Visionaries report more motivation to pursue new technology than other clusters in every possible category. Visionaries prioritize using technology for customer acquisition more frequ

35、ently than Explorers and Watchers do. In the past year, Visionaries have most frequently completed projects in cybersecurity, big data and digital marketing. Drones is the initiative with the lowest completion percentage for Visionaries, with 55% at scale. Figure 4. Uneven progress A year ago, Explo

36、rers reported more uneven progress toward our 22 digital initiatives. VisionaryExplorerWatcher MAINSTAYCUSTOMER FOREFRONTFOUNDATION | 9 External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Explorers: Pursuing many digital initiatives but not at scale C

37、ybersecurity, big data and enterprise cloud are Explorers top competencies that achieved scale in the past year. Explorers prioritize robotic process automation, drones, AR and virtual reality for the coming year. Explorers are more engaged in tech transformation initiatives. They have the most digi

38、tal initiatives in proof-of-concept or pilotphase. Explorers lag in current VR, AR and blockchain competencies. Explorers prioritize initiatives that improve business responsiveness, separating them from Watchers. Watchers: Behind the curve, using technology mostly for efficiency Cybersecurity, digi

39、tal marketing and enterprise cloud are the most mature digital initiatives for Watchers, according to survey data. Watchers average one or two initiatives operating at scale, according to the survey. The Watcher cluster this year averaged four or fewer initiatives at scale, according to the survey.

40、A smaller number of Watchers plan to tackle new digital initiatives this year. AI has the strongest appeal for Watchers, with 14% planning to begin work in the coming year. Watchers say they are the most motivated to improve productivity and upgrading customer experiences. 10 | External Document 202

41、0 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Digital marketing, enterprise learning show gains Of the 22 digital initiatives studied, cybersecurity remains the most widely developed capability, with 51% of all respondents saying they are operating at scale. Cyberse

42、curity topped the 22 initiatives in last years survey as well. Digital marketing jumped to the second most adopted initiative, followed by big data and analytics. This signals an expanding emphasis on data and personalization attributes that digital disruptors have been using as a competitive advant

43、age against incumbent businesses for years. Companies increasingly recognize the importance of promoting learning in organizations 1, and our data bears that out. Enterprise learning management platforms showed the greatest increase in popularity year over year. (See Figure 5.) More than 37% of resp

44、ondents reported operating at scale in this area, up from 29% last year. This finding reinforces a consistent theme: an emphasis on employees is a trait of successful organizations. One example of the importance of learning in digital transformation comes from Yvonne Burkhouse, CIO of HAAH Automotiv

45、e, a California-based startup that imports Chinese car brands into the U.S. While HAAH is not burdened by legacy systems, its leaders must avoid legacy practices as it deploys a first-of-its-kind cloud-based, transparent dealer management system. Thats where the company aims to bring the power of en

46、terprise learning management to bear, Burkhouse says. Beyond training employees and partners to use the platform, everyone needs to learn to collaborate in new ways of working as well. Having a single unified platform (instead of the status quo of two or three connected but not integrated systems) w

47、ill be a competitive advantage for HAAH once it launches, particularly in providing better service to customers, she says. Its also the most challenging thing in launching a new automobilebusiness. “Before I roll out the cars at the dealerships, Ive got to train and stand up these systems I have to

48、train the parts department at the dealership, I have to train the finance and insurance and I have to train the sales, in addition to HAAHs own team,” Burkhouse says. Similarly, incumbent companies need to put learning platforms to work as they retool their systems and reskill their workers, says Th

49、irumala Arohi, vice president of education, training and assessment atInfosys. When a company gets it right, the learning platform functions like a companys own internal search engine, where everyone finds what they want and what is relevant to them, Arohi says. “Companies have the opportunity to us

50、e digital platforms to drive learning for anyone in the way they need.” Thirumala Arohi, Vice president of education, training and assessment at Infosys | 11 External Document 2020 Infosys Limited Digital Radar 2020 From digital maturity to living enterprise Figure 5. Top initiatives achieving scale