Digital transformation is the process of shifting
Description: Digital transformation is the process of shifting your organisation from a legacy approach to new ways of working and thinking using digital, social, mobile, and emerging technologies. It involves a change in leadership, different thinking
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slide2. Digital transformation is the process of shifting your organisation from a legacy approach to new ways of working and thinking using digital, social, mobile, and emerging technologies. It involves a change in leadership, different thinking ,the encouragement of innovation and new business models, incorporating digitisation of assets and an increased use of technology to improve the experience of your organisation’s employees, customers, suppliers, partners and stakeholders.<br>
slide3. Is your digital strategy fit for purpose? Digital Transformation - why should you do it? Austerity is here to stay
More for your money
Opportunities to do things differently
The future……..?<br>
slide4. Digital Transformation - why should you do it? By Post £12.10 Face to Face £10.53 – 14.00 By phone £3.39 - £5.00 Online £0.05 - £0.17p Sources SOCITM & PWC Is your digital strategy fit for purpose?<br>
slide5. Sustainable Cost Reduction Is your digital strategy fit for purpose?<br>
slide6. Starter for 10 – questions to ask yourself about digital How can digital help to improve your customer engagement?
Is your organisation able to take full advantage of the many new digital channels and forums to build intimacy with your customers?
What are your primary sources of digital innovation?
Do you depend only on internally generated ideas or do you benefit fully from external sources of innovation from across the globe?
How closely do you collaborate with business partners and stakeholders?
Do you work closely with your suppliers and business customers to co-develop new methods and tools to improve overall performance?
Can digital innovation male a real difference to stakeholder value?
Are you able to make sufficient savings and efficiency gains as well as delivering improved services to convince your stakeholders that you take digital seriously?
What are the primary obstacles that impede digital innovation in your organisation?
Is your culture and IT systems well tuned to the digital era or will you need to transform the organisation to deliver new sources of value?
Does your board appreciate the likely impact of digital disruption?
Does the Board spend all its time on the “urgent” task of running today’s business, or does it allocate sufficient time to the “important” aspects of how the business might need to change in the future? Is your digital strategy fit for purpose?<br>
slide7. The 5 Hallmarks of an effective Digital Organisation Is your digital strategy fit for purpose?<br>
slide8. What does this mean Cloud at the heart of digital strategy
Cloud-to-cloud integration matters
Different commercial models in the cloud
“Best of breed” vs single platform solutions
Building digital skills
Digital “Transformation”
Digital innovation
Managing effective IT enabled change
Move from tradition focus (infrastructure, etc) to cloud focus (security, data)
Cost reduction
Getting ready for growth:
operating models & reporting;
back-office standardisation; and
international expansion.<br>
slide9. RSM/Halton have developed a digital maturity model which will provide you with a digital index score ( DIS) for both your current position and where you want to be in the future.
This will identify the gaps in both your technology and culture/leadership to attain digital maturity. Following the assessment of the Digital Maturity Model and executive workshops our specialist digital consultants will work with to develop a digital strategy that is integrated with your corporate objectives. Having agreed a strategy we will then work with you to develop a detailed route map that will get you from your current DIS score to your future anticipated score . Together with a benefits realisation plan. Supporting the strategy and roadmap we can then assist you in developing and monitory the culture change that may be need to become a fully digitised organisation. Is your digital strategy fit for purpose?<br>
slide10. Current Score Target Score Digital index score – DIS Gap Analysis<br>
slide11. How can you start to become a Digital Organisation? Is your digital strategy fit for purpose?<br>
slide12. Delivering Digital Services with Real Value Final Thoughts It’s not about the technology – leadership and culture are far more important.
The size of the organisation doesn’t necessarily matter.
Office costs in London highest in world!
Paper is expensive – 12 to 15 per cent corporate revenue and 40 to 60 per cent office workers time wasted in document mismanagement. ( source Gartner)
Don’t look for excuses – broadband coverage/ demographics etc.<br>
slide13. digITal
Technology is the enabler to Information and the
Digital World Is your digital strategy fit for purpose?<br>
slide15. RSM 25 Farringdon Street London EC4A 4AB
rsmuk.com
The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 11 Old Jewry, London EC2R 8DU. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug.
RSM UK Consulting LLP, RSM Corporate Finance LLP, RSM Restructuring Advisory LLP, RSM Risk Assurance Services LLP, RSM Tax and Advisory Services LLP, RSM UK Audit LLP and RSM UK Tax and Accounting Limited are not authorised under the Financial Services and Markets Act 2000but we are able in certain circumstances to offer a limited range of investment services because we are members of the Institute of Chartered Accountants in England and Wales. We can provide these investment services if they are an incidental part of the professional services we have been engaged to provide. Baker Tilly Creditor Services LLP is authorised and regulated by the Financial Conduct Authority for credit-related regulated activities. RSM & Co (UK) Limited is authorised and regulated by the Financial Conduct Authority to conduct a range of investment business activities. Whilst every effort has been made to ensure accuracy, information contained in this communication may not be comprehensive and recipients should not act upon it without seeking professional advice.
© 2016 RSM UK Group LLP, all rights reserved.<br>
slide3. Is your digital strategy fit for purpose? Digital Transformation - why should you do it? Austerity is here to stay
More for your money
Opportunities to do things differently
The future……..?<br>
slide4. Digital Transformation - why should you do it? By Post £12.10 Face to Face £10.53 – 14.00 By phone £3.39 - £5.00 Online £0.05 - £0.17p Sources SOCITM & PWC Is your digital strategy fit for purpose?<br>
slide5. Sustainable Cost Reduction Is your digital strategy fit for purpose?<br>
slide6. Starter for 10 – questions to ask yourself about digital How can digital help to improve your customer engagement?
Is your organisation able to take full advantage of the many new digital channels and forums to build intimacy with your customers?
What are your primary sources of digital innovation?
Do you depend only on internally generated ideas or do you benefit fully from external sources of innovation from across the globe?
How closely do you collaborate with business partners and stakeholders?
Do you work closely with your suppliers and business customers to co-develop new methods and tools to improve overall performance?
Can digital innovation male a real difference to stakeholder value?
Are you able to make sufficient savings and efficiency gains as well as delivering improved services to convince your stakeholders that you take digital seriously?
What are the primary obstacles that impede digital innovation in your organisation?
Is your culture and IT systems well tuned to the digital era or will you need to transform the organisation to deliver new sources of value?
Does your board appreciate the likely impact of digital disruption?
Does the Board spend all its time on the “urgent” task of running today’s business, or does it allocate sufficient time to the “important” aspects of how the business might need to change in the future? Is your digital strategy fit for purpose?<br>
slide7. The 5 Hallmarks of an effective Digital Organisation Is your digital strategy fit for purpose?<br>
slide8. What does this mean Cloud at the heart of digital strategy
Cloud-to-cloud integration matters
Different commercial models in the cloud
“Best of breed” vs single platform solutions
Building digital skills
Digital “Transformation”
Digital innovation
Managing effective IT enabled change
Move from tradition focus (infrastructure, etc) to cloud focus (security, data)
Cost reduction
Getting ready for growth:
operating models & reporting;
back-office standardisation; and
international expansion.<br>
slide9. RSM/Halton have developed a digital maturity model which will provide you with a digital index score ( DIS) for both your current position and where you want to be in the future.
This will identify the gaps in both your technology and culture/leadership to attain digital maturity. Following the assessment of the Digital Maturity Model and executive workshops our specialist digital consultants will work with to develop a digital strategy that is integrated with your corporate objectives. Having agreed a strategy we will then work with you to develop a detailed route map that will get you from your current DIS score to your future anticipated score . Together with a benefits realisation plan. Supporting the strategy and roadmap we can then assist you in developing and monitory the culture change that may be need to become a fully digitised organisation. Is your digital strategy fit for purpose?<br>
slide10. Current Score Target Score Digital index score – DIS Gap Analysis<br>
slide11. How can you start to become a Digital Organisation? Is your digital strategy fit for purpose?<br>
slide12. Delivering Digital Services with Real Value Final Thoughts It’s not about the technology – leadership and culture are far more important.
The size of the organisation doesn’t necessarily matter.
Office costs in London highest in world!
Paper is expensive – 12 to 15 per cent corporate revenue and 40 to 60 per cent office workers time wasted in document mismanagement. ( source Gartner)
Don’t look for excuses – broadband coverage/ demographics etc.<br>
slide13. digITal
Technology is the enabler to Information and the
Digital World Is your digital strategy fit for purpose?<br>
slide15. RSM 25 Farringdon Street London EC4A 4AB
rsmuk.com
The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 11 Old Jewry, London EC2R 8DU. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug.
RSM UK Consulting LLP, RSM Corporate Finance LLP, RSM Restructuring Advisory LLP, RSM Risk Assurance Services LLP, RSM Tax and Advisory Services LLP, RSM UK Audit LLP and RSM UK Tax and Accounting Limited are not authorised under the Financial Services and Markets Act 2000but we are able in certain circumstances to offer a limited range of investment services because we are members of the Institute of Chartered Accountants in England and Wales. We can provide these investment services if they are an incidental part of the professional services we have been engaged to provide. Baker Tilly Creditor Services LLP is authorised and regulated by the Financial Conduct Authority for credit-related regulated activities. RSM & Co (UK) Limited is authorised and regulated by the Financial Conduct Authority to conduct a range of investment business activities. Whilst every effort has been made to ensure accuracy, information contained in this communication may not be comprehensive and recipients should not act upon it without seeking professional advice.
© 2016 RSM UK Group LLP, all rights reserved.<br>