the key forces for Global Business Change changeThe gateway p n˛ple and the ˛stome inte a˛ battle Ever-m e s ˝histicated UIenable the˝ ential m e˝r ressive user interacti and

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: 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


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-

%E0%B9%81%E0%B8%81%E0%B8%

A3-

%E0%B8%9A%E0%B8%A1%E0%B8%

B5%E0%B8%9A%E0%B8%A3%E0%B

8%B4%E0%B8%81%E0%B8%B2%E0

%B8%A3%E0%B8%AD%E0%B8%B0

%E0%B9%84%E0%B8%A3%E0%B8%

9A-%E0%B8%B2%E0%B8%87-

Which-service-should-I-choose-

The agile context model


ที�มา: https://www.optisolbusiness.com/insight/digital-transformation-cultural-or-technological

The key challenge: rates of change


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.


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


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


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


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”


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


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?


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!


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?


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


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.



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


Leadership believe they have a digital vision, employees disagree


Innovation exists in theory, but not necessarily in practice


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


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



How to evolve your digital culture?Coding a Digital DNA


Group Discussion

แบง่กลุม่เป็น 6 กลุม่

ยกตวัอย่างองคก์รมา 1 องคก์ร แลว้มองภาพองคก์รยอ้นหลงัตั2งแต่อดตี (ตอนที�ยงัไม่นําเทคโนโลยดีจิทิลัเขา้มาใช)้ – ปัจจบุนั (นําเทคโนโลยดีจิทิลัอะไรเขา้มาชว่ยอย่างไรบา้ง) – อนาคต (ทาํนายความเปลี�ยนแปลงขององคก์รในอนาคต) วา่จะมคีวามแตกตา่งในเร ื�องความเป็นดจิทิลัขององคก์ร อย่างไร

นําเสนอกลุม่ละ 2-3 นาที

Documents

the key forces for Global Business Change changeThe gateway p n˛ple and the ˛stome inte a˛ battle Ever-m e s ˝histicated UIenable the˝ ential m e˝r ressive user interacti and