Xxi Encontro Anual de Pmes Do Sector Das Telecomunicações

ACIST – 14 de Novembro
XXI Encontro Anual de PMEs do Sector das Telecomunicações
Redefinir negócio e tecnologia:

A ascensão da economia digital
Gabriel Coimbra
Country Manager, IDC Portugal
page
01
gcoimbra@idc.com
“IDC defines Digital Transformation
as the continuous process by which
enterprises ADAPT TO OR DRIVE
DISRUPTIVE CHANGES in their
customers and markets (external
ecosystem) by LEVERAGING DIGITAL
COMPETENCIES to innovate NEW
BUSINESS MODELS, PRODUCTS,
AND SERVICES that seamlessly blend
digital and physical and business and
customer experiences while
improving operational efficiencies
and organizational performance”
IDC
The Changing Tech and Business Context
3rd Platform Technologies and Solutions Are Dominating IT Spending
Digital Transformation (DX)
Europe
OUTCOMES OF DIGITAL
TRANSFORMATION
“European organizations have high
Source: IDC's 2016 European Digital Transformation Survey, n = 308

expectations for the outcome of
digital transformation: more than
50% of respondents believe that DX
will be highly valuable in delivering
on multiple business outcomes.”
page
04
New Business Models
COST EXPERIENCE PLATFORM

MODEL MODEL MODEL
Free, Fremium, Ultra-Low Cost Customer Empowerment Ecosystems
Buyers Aggregator Personalization Crowdsourcing
Price Transparency Instant Gratification Community
Reverse Auctions Reduced Friction Digital Marketplace
Usage based pricing Automation Data Orchestrator
page
05
New Business Models
COST EXPERIENCE PLATFORM

MODEL MODEL MODEL
Free, Fremium, Ultra-Low Cost Customer Empowerment Ecosystems
Buyers Aggregator Personalization Crowdsourcing
Price Transparency Instant Gratification Community
Reverse Auctions Reduced Friction Digital Marketplace
Usage based pricing Automation Data Orchestrator
page
06
New Industry Cloud Platforms
page
07
New Roles
Chief Digital Chief Innovation

Officer Officer
SVP, Products
GM, Innovation
& Innovation
Ecosystem
Dir. of External VP of Open Platform
Innovation and Innovation
Director,
Market Innovation
Head of
MD, Venture Capital
VP, Platform Open Innovation
& Corporate Development
& Technology Strategy
VP, Innovation and
Strategic Partnerships
page
08
IDC MaturityScape Benchmark LEVEL 4 & 5
EUA 2015 – 22%
Portugal 2015 – 15%
IDC Digital Transformation MaturityScape Benchmark, 2016 GAP Portugal / US – 33% (7pp)
32%
34%
32% 33% EUA WE Portugal

28% 28%
25% EUA 2017 – 34%
20%
Portugal 2017 – 19%
14% 14% GAP Portugal / US – 44% (15pp)
12% 11%
8%
5%
4%
1 - Digital Resister 2 - Digital Explorer 3 - Digital Player 4 - Digital Transformer 5 - Digital Disrupter
Source: IDC, Digital Transformation Maturity Model Benchmark, 2015; n= 317 IT and LOB Executives, March, 2015
Source: IDC, European Digital Transformation Maturity Model Benchmark, 2015; n= 412 IT and LOB Executives, May 2015
Source: IDC, Estudo sobre a maturidade para a transformação digital das empresas em Portugal; n=236, February 2016
page
09
Many Organizations Are at a
55% DX DEADLOCK
page
010
DX Strategies.
page
011
Outdated KPIs
Silos of DX Performance
Innovation Scorecard
Digital
Platform
DIGITAL NATIVE Siloed DX

ENTERPRISE Initiatives
DX Organization
Limited Structure
Expertise
Digital
Capabilities
Tactical Plans
Digital
Roadmaps
page
012
Digital Native Enterprise
IDC’s DX Pathways
Siloed DX Initiatives to:

DX Organization
Structure page
013
Outdated KPIs
Innovatio
Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
Digital Organization Structures

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
The DX The Office of Digital The Embedded The Digital

Special Projects Team Transformation Digital Business Business Unit
DX DX
Source: IDC DX Leadership Sentiment Study. WE sample n= 402, March, 2017.
DX
DX DX DX DX
Creating innovative
Discovering DX Establishing DX Governance Accelerating DX
offerings
Establish DX Priorities Implement DX Create a disruptive
Define DX Mission
for Enterprise Across Enterprise business
17% 56% 20% 7%
page
014
Outdated KPIs
Innovatio
Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
Digital Organization Structures

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
The DX The Office of Digital The Embedded

Special Projects Team Transformation Digital Business
DX DX
Source: IDC CIO Sentiment Survey, June, 2017 – 150 IT Executives
DX DX DX DX
Waterfall Agile Agile

IT Development Approach
Start up Practices Value Stream Design thinking
IT Priorities Everything Customer Experience New DX Business Models
IT Challenges Finding Right External Managing Innovation

Integrating Innovation
Partners Sprawl
IT Delivery Cycles Months 90 days or less 90 days or less
page
015
Outdated KPIs
Innovatio
Scorecard
n
Digital
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
By 2020, 60% of CIOs will

implement an IT business
2020 model and culture that shifts
focus from IT projects to
creating DX products.
page
016
IDC’s DX Pathways
Tactical Plans to:

Digital
Roadmaps page
017
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
How IDC Sees Industries Transforming

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
15% 40% 50% 40% 20% 25%
2019 2020 2021 2026 2020 2026

Usage Based 40% of ecommerce is 50% of large retailers more than 40% of Blockchain/ 25% of paramedics
Insurance (UBI) will enabled by cognitive use robots in field service calls distributed ledger and emergency rooms
account for at least personal shoppers customer facing roles in manufacturing are technology will be use field-ready 3D
15% of the global and social networks such as store greeters, managed by virtual adopted by 20% of trade printers to deliver
vehicle insurance or assistants. service technicians. finance worldwide real-time wound care.
market
page
018
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
Digital Roadmaps in Slices

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
Use Case
MODULAR
Break the effort into chunks
(use cases)
Use Case
Use Case
Use Case
Use Case
SCALABLE
STRATEGIC Use Case
HORIZON 3 Think through how the
GOALS Use Case
roadmap will evolve
Use Case
HORIZON 2
Use Case
HORIZON 1
EXTENDABLE
Accommodate changes as they
develop
page
019
Outdated KPIs
Innovatio Scorecard
n
Digital
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
450+ Digital Transformation

450+ use cases for inclusion in
IDC's Worldwide Case your digital roadmap
Taxonomy, 2017
Retail | Smart Cities | Mining | Insurance | Electric, Gas, and Water Utilities Business | Oil and Gas | National Governments | Banking | Asset-
Oriented Value Chains | Technology-Oriented Value Chains in the Manufacturing Industry | Healthcare | Brand-Oriented Value Chains in the
Manufacturing Industry | Life Sciences | Engineering-Oriented Value Chains in the Manufacturing Industry
page
020
IDC’s DX Pathways
Silos of Innovation to:
Digital
page
Platform 021
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
The New Digital Platform

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
BOT
IoT
INTERNAL INTELLIGENT EXTERNAL AR/VR
PROCESSES CORE PROCESSES

Mobile
People
Assets
Connected
Processes
API
page
022
Outdated KPIs
Innovatio Scorecard
n
Digital
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
By 2020, the number of

companies who have
2020 deployed a digital platform
will have more than doubled
to 60% of organizations.
page
023
IDC’s DX Pathways
Limited Expertise to:
Digital
Capabilities page
024
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
Digital Capabilities Need to be Developed

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
Processes Technology
Data
Governance Talent
page
025
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
Techniques Employed By IT Organizations

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
to Meet the Needs of Customers

DESIGN VALUE STREAM STARTUP JOURNEY
How do you ensure that IT digital transformation work meets business and customer needs?
THINKING MAPPING PRACTICES MAPS

BUILD
Source: IDC CIO Sentiment Survey, June, 2017 – 150 IT Executives
MEASURE LEARN
62% 54% 47% 43%

page
026
IDC’s DX Pathways
Outdated KPIs
DX Performance
Scorecard page
027
Outdated KPIs
Innovatio Scorecard
n
Digital
IDC’s DX Pathways
Platform
DIGITAL
NATIVE Siloed DX
Initiatives
Limited
ENTERPRISE DX
Organization
Expertise
The New Digital KPIs

Structure
Digital
Capabilitie
s
Tactical Plans
Digital
Roadmaps
Success Customer Data Business

Innovation Rate Workforce
Metrics Advocacy Capitalization Operations
Platform strategies drive

40% of company capital 20% more profitable data-related IT
Achieve 50% market 50% of executive
budget allocated for DX customers each year for 3 share for target DX compensation tied to
investments to exceed
Financial KPI initiatives by 2020 years product or service by digital MBOs
25% of total IT by 2019 2020
Improve customer NPS Platform-related revenue Percentage of on-demand,

80% of DX Innovation score to positive
Introduce 1 new DX
knowledge worker labor
Initiatives approved for accounts for 10% product or service each
hour increases by
Business KPI implementation by 2020 50/100 by 2019 increase in total revenue year for the next 3 years
each year over 5 years. 10%/year over 3
years.
Increased customer APIs reduce data Delivery of each
Companies spend 10% 10% of repetitive
acquisition and sharing competitive DX product
less per year on DX interactions for 50% of enterprise interactions
Operational KPI failures over 3 years non-profitable products costs by 50% over 3 meets 80% are augmented by AI each
within 1 year years expectations for sales, year for 3 years.
customers, and scalability
each year.
page
028
What’s
Next.
page
029
Digital transformation
Executive Insights
Business Transformation
Digital Transformation
Leadership Omni-experience Workshource Operationg Model Information
Transformation Transformation Transformation Transformation Transformation
 IT Strategy and Governance  Customer Experience  Vendor Sourcing and  Enterprise Infrastructure  Enterprise/ NextGen Security
 Leading in 3D  Mobility strategies Management  AppDev and App Provisioning  Enterprise Applications
 Strategic architecture  Devices: PCs, Mobility,  IT Talent and Skills Management  DevOps  Information and Data
 Services transformation Wearables and Augmented  Outsourcing Services  Cloud Strategies Transformation
 Innovation Strategies reality/Virtual Reality  Organizational Development and  Transformative Tech: IoT,  Big Data and Analytics
 Social Business Work Optimization Robotics and 3D Printing  Cognitive Computing
 eCommerce  Technology Training
Leadership mastery Relationship mastery Talent mastery Operational mastery Information mastery
• CEO must take the DX driver seat • DX is a customer-centric business • Work optimization and talent • Automated and agile processes • Information is at core of the DX
• Vision, organization structure, and strategy sourcing • Scale, scope , and speed Economy
commitment • Reach, relevancy, and reciprocity • Process, people, and culture KPI: Critical processes cycle time • Syntax, semantics, and
KPI: Competitive share in core and KPI: Net promoter score KPI: Best place to work index socialization
new markets KPI: Percentage of revenue generated
from information
Enterprise IT Transformation
page
030
Once Through the Challenges
You are Cleared to Digitally Transform
future is
promising
2017 2020 2022 2027
The Digital Getting Digital Innovation Full Digital

Deadlock Done Realization Transformation
55% 50% 80% 75%

of revenue growth of organizations will
of European of total technology
will depend on digital have digitally
organizations are still spending will be data
offerings and transformed
in stage 2 or 3 related investments
operations
page
031
Obrigado.
page
032
IDC
contacts
adress online
Rua Tomás da Fonseca, Gabriel Coimbra

Torre G Country Manager
Lisbon, Portugal gcoimbra@idc.com
T +351-21 723 0622 facebook/IDC.Portugal
come visit us! www.idc.com
page
033

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ACIST – 14 de Novembro

XXI Encontro Anual de PMEs do Sector das Telecomunicações

Redefinir negócio e tecnologia:

Source: IDC's 2016 European Digital Transformation Survey, n = 308

COST EXPERIENCE PLATFORM

Free, Fremium, Ultra-Low Cost Customer Empowerment Ecosystems

Buyers Aggregator Personalization Crowdsourcing

Price Transparency Instant Gratification Community

Reverse Auctions Reduced Friction Digital Marketplace

Usage based pricing Automation Data Orchestrator

COST EXPERIENCE PLATFORM

Buyers Aggregator Personalization Crowdsourcing

Price Transparency Instant Gratification Community

Reverse Auctions Reduced Friction Digital Marketplace

Usage based pricing Automation Data Orchestrator

Chief Digital Chief Innovation

DIGITAL NATIVE Siloed DX

Siloed DX Initiatives to:

Digital Organization Structures

The DX The Office of Digital The Embedded The Digital

17% 56% 20% 7%

Digital Organization Structures

The DX The Office of Digital The Embedded

Waterfall Agile Agile

IT Challenges Finding Right External Managing Innovation

By 2020, 60% of CIOs will

Tactical Plans to:

How IDC Sees Industries Transforming

15% 40% 50% 40% 20% 25%

2019 2020 2021 2026 2020 2026

Digital Roadmaps in Slices

450+ Digital Transformation

Silos of Innovation to:

The New Digital Platform

INTERNAL INTELLIGENT EXTERNAL AR/VR

PROCESSES CORE PROCESSES

By 2020, the number of

Limited Expertise to:

Digital Capabilities Need to be Developed

Techniques Employed By IT Organizations

to Meet the Needs of Customers

THINKING MAPPING PRACTICES MAPS

62% 54% 47% 43%

The New Digital KPIs

Success Customer Data Business

Platform strategies drive

Improve customer NPS Platform-related revenue Percentage of on-demand,

2017 2020 2022 2027

The Digital Getting Digital Innovation Full Digital

55% 50% 80% 75%

Rua Tomás da Fonseca, Gabriel Coimbra

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