Tecnologia & Business Le leve per la competitività

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1 Tecnologia & Business Le leve per la competitività Bologna, 18 giugno 2008 Giorgio Merli IBM Management Consulting Senior Partner

2 Il tandem della competitività Innovation & Servitisation

3 I nuovi drivers del mercato La polarizzazione delle richieste L importanza del servizio Nel contesto tempo (time to market, to order, to reaction, to threat, to opportunity, to innovation, ecc...)

4 Lo spectrum competitivo (le 3 aree di riferimento) Commodity Product Product-Service mix Value Product Spectrum Competitivo Economy of scale Strategy I nuovi leader di mercato stanno velocemente conquistando una posizione dominante, fornendo prodotti accettabili a prezzi molto bassi. Innovare significa progettare prodotti e/o modalità meno costose, comprese differenti locations (design to cost) Business volumes Strategy Il business dei prodotti medi (ad alto volume) sta richiedendo value proposition di mix prodotto-servizio, in cui il servizio conta sempre di più. Innovare significa saper predisporre nuovi package di prodotto-servizio progettando prodotti service-oriented (full life cycle cost) Margins Strategy I nuovi leader di mercato stanno sviluppando (e/o): - prodotti sempre più innovativi - nicchie sempre più profonde (articolazione dei target) - maggiori capacità di customization - luxury brands Innovare significa progettare prodotti e/o modalità a maggior valore percepito (design to value)

5 L importanza del Servizio e dell IT Il Servizio costituisce il fattore differenziante/competitivo per il business nell area commodities (IT = fattore chiave per una supply chain ed una assistenza tecnica competitiva e per la gestione del CRM) Il Servizio è la dimensione/leva fondamentale del business nell area prodotto-servizio (IT= fattore chiave per la gestione del mix prodotto-servizio/gestione flotte) Il Servizio è connaturato con la value proposition e può essere il fattore differenziante nell area dei value products (IT= fattore chiave per la gestione di personalizzazioni e del Customer Care)

6 Innovation and Services modern economies are both service economies and economies of innovation. Paradoxically, they are not regarded as economies of innovation in services... It is as if service and innovation were two parallel universes that coexist in blissful ignorance of each other.

7 The Rise of the Service Economy 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% United States 0% % 90% 80% 70% 60% 50% 40% 30% 20% 10% Japan 0% % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Germany % 90% 80% 70% 60% 50% 40% 30% 20% 10% China 0% % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% India % 90% 80% 70% 60% 50% 40% 30% 20% 10% Russia 0%

8 Servitisation Servitisation Good Service Productisation Sink Computer IT IT Services Home Security Light Live Music Servitisation moving on the continuum from good to service Shift of companies from Pure Product towards delivering Services with Product as platform or Pure Services '

9 Studi Confindustria (Primo Quaderno Siracusa ) i motori della crescita saranno i servizi....in Italia costituiscono già più del 70% del complesso delle attività e dei posti di lavoro... nelle economie avanzate essi rappresentano il 70-85% del PIL e contribuiscono all 80-95% della sua crescita l 80% dell aumento di produttività degli USA dal 1995 ad oggi è derivato dal settore dei servizi..

10 L importanza dei Servizi per il Sistema Italia il business dei servizi è sempre più importante nella creazione del PIL nazionale i prodotti dell industria manifatturiera sono sempre più venduti da aziende di servizi (finanziarie, distribuzione, ecc..) sempre più spesso è il servizio che veicola sul mercato un prodotto (flotte, leasing/noleggi, pay per use, on demand,ecc ) è il servizio che può fare la differenza fra una value proposition italiana ed una dei paesi emergenti (è l unica barriera all ingresso)

11 L importanza dei servizi richiede lo sviluppo di nuovo know how e di nuovi leader SSME (Service Science Management and Engineering) Più di 50 università nel mondo (5 in Italia) offrono già corsi di SSME (anche con il supporto di IBM)

12 I nuovi drivers dei modelli di business Innovazione della posizione/ruolo all interno della Catena del Valore Innovazione della catena del valore Innovazione nelle attività per nuove value propositions (Servitisation.) Innovazione nella struttura di business dell azienda/capacità di continua riconfigurazione organizzativa

13 Configurazione e riconfigurazione del business model: il Component Business Modeling (CBM) Il CBM può essere utilizzato per identificare comprendere aree quali il legame ad componenti alto tra costo le componenti sono o immobilizzo strategiche al fine di per capitale. di il creare business I costi un portafoglio e possono quali di essere possono iniziative attribuiti facilitare di trasformazione alle le singole relazioni prioritizzate attività tra i partner (Activity Based Costing), i ricavi possono essere solo stimati. Transformational Strategic Financial View View Strategic High Immediate Capital differentiation Area Priority Competitive High Cost Area parity Medium Priority High Cost & Basic No Action Capital Area Illustrative CPG Client Strategy Tactics Execution Consumer Relationship Category/Brand Strategy Category/Brand Planning Brand P&L Management Matching Matching Supply Supply and Demand Demand Marketing Development Development & Effectiveness Effectiveness Product Ideation Concept/Product Testing Product Development Product Management Marketing Execution Consumer Consumer Service Service Product Directory Customer Relationship Customer Customer Relationship Relationship Strategy Strategy Customer Customer Relationship Relationship Planning Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Customer Customer Account Account Servicing Servicing Servicing Retail Marketing Execution In-store Inventory Mgmt Customer Customer Directory Directory Manufacturing Manufacturing Strategy Supplier Supplier Relationship Relationship Management Management Production Production and Materials and Materials Planning Planning Manufacturing Oversight Supplier Control Make Products Assemble/Pkg. Products Plant Inventory Plant Inventory Plant Inventory Management Management Management Manufacturing Manufacturing Procurement Procurement Supply Chain & Distribution Supply Chain Strategy Supply Chain Planning Distribution Oversight In-bound In-bound Logistics Logistics Out-bound Out-bound Logistics Distribution Center Distribution Distribution Center Center Operations Operations Operations Transportation Resources En route Inventory En route Inventory Management Management Business Administration Corporate Strategy Corporate Planning Alliance Management Line of Business Planning Business Performance Management External External Market Market Analysis Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Treasury Management and Risk Management Accounting Accounting and and GL GL Indirect Procurement Facilities and and Equipment Equipment Management HR HR Administration Administration IT IT Systems and and Operations

14 Possibili azioni sui componenti di Business selezionati Matrice Decisionale Alta Differenziazione Strategica Bassa Ottimizzazione Gestione interna per rispondere alle esigenze di business INTERNALIZZAZIONE Differenziazione ESTERNALIZZAZIONE Uso Outsourcing Utilizzo di fornitori che svolgano attività standardizzate a prezzo variabile/on demand Enfasi e gestione interna per guadagnare vantaggi competitivi Utilizzo di partners leader per attività tipiche di industry, ma non differenzianti Bassa Specificità di industry Alta

15 Redesigning the business model for a flexible operational management Consumer Relationship Customer Relationship Manufacturing Inventory and Distribution Business Administration Direct Category/Brand Strategy Category/Brand Planning Brand P&L Management Customer Relationship Strategy Customer Relationship Planning Assessing Customer Satisfaction Manufacturing Strategy Supplier Relationship Management Production/Materials Development & Planning Supply Chain Strategy Inventory Planning Network & Asset Configuration Distribution Oversight Corporate Strategy Corporate Planning Alliance Management Corporate Governance Business Performance Management Control Execute Matching Supply and Demand Marketing Development and Effectiveness Product Ideation Concept/Product Testing Product Development Product Management Marketing Execution Consumer Service Product Directory Customer Insights Account Management Value-Added Services Customer Account Servicing Retail Marketing Execution In-store Inventory Mgmt Customer Directory Manufacturing Oversight Supplier Control Product/Component Manufacturing Assemble/Pkg. Products Plant Inventory Management Manufacturing Procurement Inbound Transportation Outbound Transportation Distribution Center Operations Transportation Resources En route Inventory Management External Market Analysis Organization and Process Design Legal, Tax and Regulatory Compliance Treasury & Risk Mgmt Financial Accounting & Reporting Indirect Procurement Facilities & Equip Mgmt Resource Development HR Administration IT Systems & Operations Strategic Invest in and expand to gain advantage Support Manage to meet the needs of strategic components Partner Develop alliances to meet critical business req ments Utility Use specialists to reduce costs and free up resources

16 Le aziende si stanno focalizzando internamente su componenti strategici facendo leva su più componenti esterni L evoluzione delle configurazioni aziendali Internal Specialization Internal Specialization Support Strategic Support Strategic Utility Partner External Specialization Utility Partner External Specialization Non-Differentiating Differentiating Non-Differentiating Differentiating Situazione iniziale Impresa Specializzata

17 IBM Global CEO Study * The Enterprise of the Future May 2008 *1,130 interviews

18 The Enterprise of the Future is 1 Hungry for change 2 Innovative beyond customer imagination 3 Globally integrated 4 Disruptive by nature 5 Genuine, not just generous

19 Hungry for Change More CEOs than ever before 8 in 10 anticipate turbulent change, and plan bold moves in response In two years the gap between the ability to manage change and the challenge ahead has tripled % CHANGE GAP* 13% 22% 65% 12% 31% 57% 22 % CHANGE GAP* 6% 11% 83% 19% 20% 61% Expected Change Past Change Success Expected Change Past Change Success Source: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104 Expected Change No/limited Change Moderate Change Substantial Change Past Change Success No/limited Success Moderate Success Successful

20 Challenges Percentage of responses (select all that apply) Market Factors 48% 64% People Skills Technological Factors Globalization Regulatory Concerns 36% 33% 35% 33% 35% 33% 30% 48% Macro-Economic Factors 21% 21% Environmental Issues Socio-Economic Factors 15% 18% 17% 30% Budgets 6% 11% Global Italy Geopolitical Factors 7% 15% Other 6% 7% 0% 10% 20% 30% 40% 50% 60% 70% Global: N = 1130; Italy: N= 33

21 Innovative Beyond Customer Imagination Three-quarters of CEOs view increasingly demanding customers not as a threat, but as opportunity to differentiate Investment in informed and collaborative customers 16.7% 22 % INCREASE 20.4% Investment past 3 years Investment next 3 years We ve been surprised by the impact that just a few consumers can have with their blog entries. Ron Hurlbut, CEO, Attune Foods

22 Globally Integrated The vast majority of CEOs aggressively move toward global integration and radically reconfigure business designs 85% of CEOs plan to partner to globally integrate more than half plan to do so extensively Outperforming organizations choose globally integrated business designs 29% 33% 17% 21% 32% 39% 12% 17% Underperformers Outperformers Extensive Globalizers Globalizers Blended Thinkers Localizers * Performance based on industry comparisons within survey sample of absolute profit margin (average of 2003 and 2006); n = 200

23 Major barriers to benefiting from global integration Percentage of responses (select all that apply) Insufficient Talent / Management Legislation / Regulation 39% 54% 58% 57% Investment / Budget Required 18% 31% Culture 30% 45% Standards and Technology Language 3% 22% 21% 18% Intellectual Property Concerns No Burning Platform 6% 17% 12% 16% Other Loss of Reputation 15% 12% 9% 9% Italy Global 0% 10% 20% 30% 40% 50% 60% 70% Global: N =1130, Italy: N = 33

24 Disruptive by Nature More than two-thirds of CEOs strongly focused on the most sustainable form of innovation business model transformation Focus on Business Model Innovation by Type Established Economy Emerging Economy 50% 37% 24% 24% 20% 19% 13% 13% Enterprise Model Revenue Model Industry Model Multiple Types

25 Genuine, Not Just Generous Faced with rising customer expectations of corporate social responsibility, more than twothirds take a positive view, and plan to innovate CEOs view of increasing customer expectations of corporate social responsibility Negative impact 12% CEOs plan their largest increase in customer investment to meet CSR expectations No impact 20% Positive impact 68% The consumers concept of quality will no longer be measured by only the physical attributes of a product it will extend to the process of how the product is made, including product safety, environmental and social responsibility compliance. Victor Fung, Chairman, Li & Fung

26 Are you building your Enterprise of the Future? Building the Enterprise of the Future HUNGRY FOR CHANGE Ad hoc and reactive change Project driven change Change portfolio and program Anticipating and proactive change Change becomes the strategy INNOVATIVE BEYOND CUSTOMER IMAGINATION Customer intelligence Customer information transparency Two-way customer interaction Customer collaborative development Expanding customer aspirations GLOBALLY INTEGRATED Exploring global opportunities Driving specific global initiatives Building global capabilities systematically Global centers of excellence Global enterprise innovation DISRUPTIVE BY NATURE Exploring Business Model Innovation opportunities Experimenting with BMI Implementing BMI initiatives Multiple BMI strategies Radical and pervasive BMI GENUINE, NOT JUST GENEROUS Regulatory compliance Strategic philanthropy Values based self-regulation Efficiency through CSR CSR as growth platform

27 CIO implications of the Global CEO Study 2008 are detailed in a new CIO Program white paper and asset suite CIO implications: Be the catalyst for change apply unique IT vantage point Mitigate risk associated with new opportunities CIO implications: Turn information into business insight Empower customers by giving them (secure) access to relevant information CIO implications: Remove operational, technological and cultural barriers Build on common standards and shared services Create collaborative working environment CIO implications: Remove obstacles to business model changes Facilitate rapid integration of acquisitions and mergers CIO implications: Lead by example on green initiatives Reduce environmental impact Enhance workforce mobility alternatives