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    Digitisation Revolution or Snake Oil

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    18 views5 pages

    Digitisation Revolution or Snake Oil

    Uploaded by

    Integr8 Group
    Digitisation Revolution or Snake Oil

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    of 5
    Publication: BRAINSTORM. Page: 54— Digitisation: revolution or Digitisation is rising as the most prominent technology challenge for modern companies. But what is it and why is it dangerous to ignore? ee corre) eee ae een) aero ee at re ee ole ae lays enter ee ey ot cee Dears co ee er ot Sete eee ee ee aes Lene cer ee te eet orn on Cees ee eet ae eee at oe Thus the conversation quickly moves onto the next step meee 7) erie ee eet erro Seo eee ta Publication: BRAINS’ Date: 2015-11-01 Page: 55 ~Part 2 of S ROUNDTABLE @ Digitisation Publicatic Date: 20! Page: 56 4 a £ Na jon: BRAINSTORM. 15-11-01 ~ Part 3 of 5 ROUNDTABLE @ Digitisation > starting to happen ~ banks becoming tl- 08 telcos becoming IT companies and so (on. What are they doing to create disrup tion rather than be disrupted?” ‘This disruption i termed the Kodak mo- ment. refers to the mid70s, when the compary once synonymous with pho: tography discovered ital photography. BBut instead of capitalcing on its find, the concept was shelved. Fastforward 90 years, and Kodak was being destroyed by that very technology. The lesson: compl: cency has always been poisonous, but in the cigital word, i's even more dangerous, South African companies are not immune, says Integr joint-CEO Robert Sus man: “Out of the digitisation worl, new businesses are going to be born. Those wil apply pressure to our businesses. The real {question i: are some ofthe companies in South Arica going o be able to compete (na global level? Wil they bacome the Ko- {aks o the Googles ofthe worl? Indeed, South Airica may be responding very pooty to the challenge of digsation This isthe fooling of several attendees, but ‘none more so than Kim Andersen, Account CTO at T-Systoms, who laments the habit of local companies choosing to protect their fieldoms atthe expense of progress. South Africa has a certain way of op. ‘erating and one of them is to protect jobs. People hang onto their jobs ina way | ven't seen anywhere else, They will jus tly their existence tothe point of complete SN Paul Opie, Gemato 56 brainstorm November 2015 arin resistance to change, because they may not have job if they have to leave this ob, I've seen it across the board. Change does hap: pon, but ata pace that cannot even tell you how slow i, This sparks a debate around such pro- tectionism being a global trend. Accel- eration’s MD for Middle East & Africa Richard Mullins, says that of the top 100, ‘companies in the US, only a quarter have active digital transformation programmes in place: “I's a global perspective. The ‘speed of change is going to be absolutely incremental and will multiply. The fear fac: tor will muti” It’s all business “The thing is that SA has to understand that the traditional way of protecting jobe Is on its way out,” says Kevin Attard, a. He cites the example of British retaler ‘Tesco. It tried to enter the South Korean market, jobs strained its traditional store opera- tions. So the company invested in virtual booths at subways that allowed consum- fers to order products and have them delv- ‘ered later. Today, Tesco, through its entity Homeplus, isthe second largest retail in the country ‘Then how does a company embrace cgi- tisation? It's the milion-dollar question, yet ot an easy one to answer. The fst stop is but found stipulations around to accept that ths is happening: Publication: BRAINSTORM Date: 201 5-11-01 Page: 60--Part 5 of 5 0 ROUNDTABLE @ Digitisation Reber Suman ese] > One can acquire that change, says Pe- tersen: “Take Old Mutual its a behemoth financial services organisation. But the way the startup 22-7 changed the cialogue it was having with its customers gave Old Mutual a different spin on things. It alowed it to take a different customer journey. Instead of trying to build change ints curent organisation, i ‘acquired the capabilty and capac. ‘That's not enough, though, adds Suss- ‘man: the all-

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