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By 2019, Germany-based Kärcher, “the world’s leading provider of cleaning technology,” had turned its professional cleaning devices into IoT products. The data generated by these IoT-connected cleaning devices formed a key ingredient in the company’s ongoing strategic shift in its B2B business: Kärcher was transforming from a seller of cleaning devices to a provider of consulting services in order to help professional cleaning companies improve their cleaning processes. Based on interviews with seven IT- and non-IT executives, the case illustrates how the company learned to generate value from IoT products. And it demonstrates how a family-owned company transformed its organization in order to be able to more effectively develop and provide IoT products, while adding roles, developing technology platforms, and changing organizational structures and ways of working.
To remain relevant and mitigate disruption, traditional companies have to engage in multiple fast-paced experiments in digital offerings: revenue-generating solutions that leverage digital technologies to address customer needs. After launching several digital offering initiatives, reinsurance giant Munich Re noticed that many experienced similar challenges. This briefing describes how Munich Re addressed these common challenges by building a foundation for experimenting more systematically and successfully with digital offerings. The foundation has enabled Munich Re to become a serial innovator of digital offerings.
Successful digital offerings are created at the intersection of what technologies can deliver and what customers want and will pay for. That point of intersection, however, has proved to be elusive. To find it, companies must experiment repeatedly, cocreate with customers, and assemble cross-functional development teams - and the insights gleaned along the way must be shared internally.
In this article, we discuss how several of the nearly 200 companies we've studied have built and exercised these capabilities. We also take a close look at how one company, Schneider Electric, is using them to acquire and share customer insights.
"Designed for digital" offers practical advice on digital transformation, with examples that include Amazon, BNY Mellon, DBS Bank, LEGO, Philips, Schneider Electric, USAA, and many other global organizations. Drawing on five years of research and in-depth case studies, the book is an essential guide for companies that want to disrupt rather than be disrupted in the new digital landscape.
In 2017, Philips' goal was to use innovation to improve the lives of three billion people a year by 2025. To achieve that, the company was shifting from selling medical products in a transactional manner to providing integrated healthcare solutions based on digital health technology. Based on our interviews with 23 executives at Philips, the case examines the two directions of the transformation required by this shift: externally, Philips worked on transforming how healthcare was conducted. Healthcare professionals would have to change the way they worked and reimbursement schemes needed to change to incentivize payers, providers, and patients in vastly different ways. Internally, Philips needed to redesign how its employees worked. The company componentized its business, introduced digital platforms, and co-created integrated solutions with the various stakeholders of the healthcare industry. In other words: Philips was transforming itself in order the reinvent healthcare in the digital age.
Digitale Transformation: Können Sie den Begriff noch hören, ohne mit den Augen zu rollen? Auch wenn der Begriff in aller Munde ist, besteht immer noch große Verwirrung darüber, was eigentlich so neu daran sein soll. Immerhin setzen Unternehmen ja (digitale) Informationstechnologien (IT) seit Jahrzehnten ein, um Geschäftsprozesse zu verbessern.
As businesses grow and diversify, they almost inevitably make their range of offerings more complex. Complexity brings costs - but smart use of today’s digital technologies can help companies finesse the trade-offs between complexity´s costs and benefits. Imagine a retailer that has 10 million products and hundreds of variations for each product yet keeps it simple for customers to make a choice. Impossible? Not today. Amazon.com Inc. creates value from its product complexity with simple customer-facing processes, such as search, ratings, reviews and suggestions. Now imagine a diversified high-tech company with locally differentiated products in 60 categories in more than 100 different countries. A mess of internal processes and systems? Not necessarily. Royal Philips creates value by providing locally relevant products to different markets, while keeping the vast majority of its processes standardized on digitized platforms. Until now, managing business complexity has usually involved a trade-off. This trade-off forced companies to compromise between creating value from complexity and benefiting from the efficiencies of simplicity. As businesses entered new geographies, developed new products, opened new channels and added more granular customer segments, they made their offerings more complex with the intention of adding value. But, as an almost inevitable consequence, companies also made it more difficult for customers to interact with the company and more unwieldy for employees to get things done. However, with today´s increased digitization, companies can finesse this trade-off; they can increase valueadding complexity in their product offerings while keeping processes for customers and employees simple. Our research suggests that companies operating in this "complexity sweet spot" outperform their competitors on profitability. In this article, we explain how companies achieve this breakthrough in the digital world.