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The Digital Transformation revolution is accelerating across the world.
Digital champions and disruptors in all industries are embracing new
technologies to completely transform the way they execute processes,
engage with customers, create business value and drive innovation in
product and service delivery. Ultimately entire traditional business
models will be challenged by the new business models born on digital
Nevertheless, digital transformation entails varying challenges and impediments for traditional IT which often prevent organizations from moving faster on the digital journey and scaling changes across the enterprise. This session will examine various methods and ways for accelerating digital transformation within your organization. It will also discuss some of the IT and digital competencies necessary for successful business and IT transformation to support innovation.
The digital revolution is transforming the airline industry. Customer interaction is empowered by digital technologies (social networks, big data, mobile distribution). Airline operations are going to be disrupted by innovative ways of data processing (in-flight management, aircraft maintenance, and cabin crew support). This revolution is manageable only if all employees are motivated and willing to change the way they work. This shift is unnatural and difficult, especially at the management level. In this case study, we will talk about how Air-France KLM has developed internal social networking, fostered an innovation environment and promoted new management practices as accelerators of the digital transformation.
A major distinction between the CIO and other C-level positions is the constant questioning of the role. Should CIOs sit on the board? Should they report directly to the CEO rather than the CFO, as has been the tradition until recently? And should the role be divided into a CTO to focus on all things technical and a CDO to focus on digitalization?
Yet despite the questioning, the influence and importance of the CIO has continued to grow. Because of the accelerated pace of tech-driven change, CIOs often have greater insights than other C-level executives into operational bottlenecks, how new lines of business might be launched, and what can be done to increase customer satisfaction. It is now old fashioned for boards and C-level staff to decide on something and then tell the CIO to make it happen.
As a result, CxOs and boards increasingly embrace CIOs as strategic partners. But doing so requires rethinking and reworking of executive relationships. It usually begins with simple questions that generate complex answers. How do C-level executives view the CIO? How should that change and how do we make it change? When it comes to strategy, where should C-level executives collaborate? How do we think holistically about technology across functions? How do we stay agile? How do we incorporate technology into the creation of business goals (and vice versa)? How deep does CEO and COO knowledge need to be for technology, and how should they get that knowledge? CxOs have long-term experience, which often translates into adherence to what has worked in the past. How do we make sure our own experiences do not limit our vision?
Data is not the new oil, but it does represent value for the ones who process it in the right way. Today, data engineering and data science are on the rise, and it seems opportunities for data monetization are endless. Yet data privacy is also an area of keen focus, especially with GDPR in full force. How should companies fulfil the need to be data-driven and GDPR compliant at the same time? We'll take a look at the data strategies companies choose to tackle GDPR and the opportunities that appear along that path.
Interactive roundtable discussions moderated by IDC analysts, CIOs, and partner representatives.
Topics (discussions in German):
1. Getting our houses in order
The writing on the walls tells a dramatic tale of increased complexity and automation. It can be so compelling that many enterprises take giant leaps before they have their systems at a baseline level. From basic license management to the automation and monitoring of complex processes, how do we get our proverbial houses in order? What are acceptable levels of readiness? How does it differ system to system? Where are the time sinks and what can be done about them? And how do you set up a program that anticipates rapid change?
2. Hyperscale and the end of walls
No one wants to be constantly thinking about data risks and complexity in order to ensure that their legacy architecture is up to date with the constant changes. This is another area for which you want to modernize your on-premise environment to leverage the advantages of services similar to cloud. services. What are the advantages of a modern scale-out infrastructure in both primary and secondary systems? What do you need to consider when implementing a modern platform, and how can it support your business goals? What are the advantages and limitations of hyper-converged infrastructures and what is their ideal use?
3. It’ll happen to you. Better be ready!
The cat-and-mouse game between enterprises and hackers is never ending. And high-profile breaches are so common that they appear in nearly every news cycle. According to the media, cybersecurity has never been so relevant. But is it enough? How does one prepare for the inevitable? How can you prepare your security experts for different cybercrime scenarios? Would not a training platform for your experts, where they can simulate cyberattacks in a secured environment and with real-time feedback from security trainers, be the ideal solution? If you think so, discuss your experiences and challenges with us and let yourself be surprised.
4. Conquest of the Digital Paradise
In many companies, idle resources are abundant and are only waiting to be conquered. Oftentimes, the difficulty lies with finding the right strategy for an organization's own digitalization, because it can be both a blessing and a curse, a so-called double-edged sword. Which department should we start with? Which processes should be the first to be transformed into digital workflows, and how do we ensure a useful and seamless transition from a strongly analogue culture to a modern work routine underpinned by digital document and process management?
5. Enterprise Service Management – The Key to Cost Reduction in All Service Areas
Until very recently, core business processes such as production, marketing, and sales have usually been the focus of digitalization projects, yet the digitalization of service processes holds huge potential. The right self-service offering makes it possible to automate around 20% of all service requests within a short period, thus enabling employees to experience similarly seamless service in the workplace that they have come to expect in their personal lives, as well as improving their productivity. Join the discussion and discover the areas and means that will enable you to achieve significant cost savings in your organization.
6. How to Fight complacency and keep things interesting?
Building a team is often an exciting activity. As members come aboard, the cumulative potential becomes apparent and great plans get laid out and undertaken. Unfortunately, after finding their groove, many high-performing teams start coasting or even become stagnant. How do we fight the inertia that threatens to overtake teams that have been performing at high levels? How do we make sure that changes in the team structure or competencies don’t undermine the ability to work hard? How do we foster drive and continued innovation once the shine is off the Big Idea?
News and business media love success stories – the bigger, the better. Repeated articles about companies as diverse as Google, Amazon, Uber, Tesla, Lego, and Ada Healthcare sends the message that digitalization is something big, earth shaking, revolutionary. The massive scope and variety of available apps exacerbates the situation. There is an app for everything.
But often not in our business. The cumulative impact of the media's narrative conditions our colleagues and customers to think of innovation, digitalization, and digital transformation in primary colors and to expect castles in the sky. The reality tends to be far closer to the ground. This holds true not just for potentially big changes, but also for initiatives and ideas that lead to incremental improvements.
How do we handle this conflict between expectation and reality among business and technology stakeholders? How do help them see that great ideas, large or small, generally take time to implement, and that the results do not always look the way we imagined them? How do we help them accept that we may not actually need an app or the AI-powered AR headset-controlled robot drones that the competition is using?
Expectations for artificial intelligence (AI) are sky-high, but what are businesses actually doing now? Building on data rather than conjecture, the discussion will be based on a global survey of more than 3,000 executives, managers, and analysts across industries, as well as in-depth interviews with more than 30 technology experts and executives. Our research at MIT Sloan Management Review reveals sizable gaps between today’s leaders — companies that already understand and have adopted AI — and laggards. While most leaders are investing in AI talent and have built robust information infrastructures, other companies lack analytics expertise and easy access to their data. The leaders not only have a much deeper appreciation about what is required to produce AI than laggards, they are also more likely to have senior leadership support and have developed a business case for AI initiatives. We'll focus on key concerns for organizations and their employees: What effect is AI having, and what effect is it likely to have in the coming years?
International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. With more than 1,100 analysts worldwide, IDC offers global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries. IDC's analysis and insight helps IT professionals, business executives, and the investment community to make fact-based technology decisions and to achieve their key business objectives. Founded in 1964, IDC is a wholly-owned subsidiary of International Data Group (IDG), the world's leading media, data and marketing services company. To learn more about IDC, please visit www.idc.com.