Huawei Technologies started out nearly 30 years ago as a small private company with 14 employees and 140,000 yuan in capital. By 2015, its total revenue exceeded $60 billion. Huawei is already a global company, but its globalization journey has been a difficult one since the very beginning. Despite its continuous business growth in other regions, Huawei has faced critical censorship in the US since Day One — and last week the US government put Huawei under the microscope yet again.
National security is important, but using “national security” as an excuse for allowing unfair competition will only harm customers. It’s time for the governments of both countries to trust each other more. I’ve recently published a report focusing on Huawei’s continuous progress toward becoming a key enabler of digital transformation in the telco and enterprise spaces. Some of the key takeaways:
Huawei has holistic strategies for digital transformation. Huawei’s broad vision of digital strategy — which focuses on cloud enablement and readiness, partner enablement, and open source co-creation — has helped the firm sustain strong business growth in the telco and enterprise markets. For example, its partnerships with T-Systems on the Open Telekom Cloud in Germany and with Telefónica on public cloud in the Americas have helped carriers in local markets give cloud users on-demand, all-online, self-service experiences.
I’m sitting here in my hotel room writing this and watching the in-room dining web page on my phone fail. It’s apparently given up the ghost and is caught in a perpetual loop. It’s the first time I tried using this particular hotel chain’s mobile website. The “Room Service Order Online” features prominently on the first page of the in-room guide. Never one to miss out on an opportunity to test a digital experience I figured I’d give it a go.
First, the photo in the room guide shows what looks to be a native app. So naturally, the first thing I did was go to the App store and search for the app using the hotel name. Nothing. HMMM … time to take a closer look at the page in the in-room guide.
Aha … I now see I need to browse to the hotel’s web domain and append /atyourservice. Of course they could have offered a QR code to make it easy but they don’t so I type it all in on the tiny keys on my phone. And then I’m brought to a page that looks remarkably like the hotel chain’s main landing page. Bear in mind I’m browsing while I’m in my room on the hotel’s wifi network. They ought to know where I am.
Nothing on this page says anything about ordering food. But I can browse to reserve a hotel room at one of a number of hotels! I can even checkin! Oh wait - I did that already.
I‘m thinking there must be a link to room-service somewhere …. Wait … there’s a pull down menu at the top … let’s see what this has - surely there’s a room service menu in here?
Faced with increasingly empowered customers, together with mounting pressure from existing and potential digital disruptors in the financial services sector (such as Alipay in China and Codapay in Southeast Asia), many banks across Asia Pacific have launched mobile banking apps to enable customers to make mobile transactions. Initally, these mobile banking apps suffered from abysmally low customer adoption and delivered poor customer experience. However, mobile banking apps have come a long way over the past five years, going from little more than an extension of online banking to what one digital banking executive calls “the most important part of my job.”
Through conversations with our FSI clients, we have observed a positive transformation in how eBusiness executives think about and execute on their mobile strategy, which contributed to rising adoption levels and better customer experience. The most notable shift that eBusiness executives have made is to perceive mobile as a crucial part of their organization’s broader business transformation imperative linked to specific business objectives and outcomes — this is fundamentally different from the early days when some eBusiness executives equated a mobile app to a mobile strategy.
Our exclusive FSI summit in Singapore on Friday, April 15 will bring together an intimate group of senior executives from banks, insurance companies, and selected fintech firms. At the event, my colleagues and I will share Forrester’s FSI digital business research, and facilitate discussions with industry leaders.
My presentation, “Who Does Mobile Banking Well In Asia Pacific?”, will explore:
I’m a bit of a car nut. I love driving cars. So does my wife. We both autocross one of our cars most weekends in the New England summers (FYI AutoX is a great way to hone your driving skills and be a safer driver). We love our cars and I’m pretty passionate about the whole driving experience.
In my post from CES this year, I noted that every single automaker seems hell-bent on making the car the center of their customer’s digital world. No doubt manufacturers hear the siren call of customer data; imagining all that they could do with such rich information. But it’s inside-out because, even for car-lovers like me, the car is not the center of my digital universe and I doubt it ever will be. Why? Because my car doesn’t go with me wherever I go. But you know what does? My phone.
A recent Forrester survey found that business leaders in the financial services industry (FSI) saw 34% of revenues in 2015 generated through digital products and services or products sold online. Their expectation is that this digital quotient will surge to more than half of their business by 2020, leading to a digital arms (and capabilities) race against a new breed of competitor. JP Morgan CEO Jamie Dimon accurately sums up the new competitive dynamic when he notes that “there are hundreds of startups with a lot of brains and money working on various alternatives to traditional banking.”
Our inaugural invitation-only summit in Singapore on Friday, April 15 will bring together an intimate group of senior executives from banks, insurance companies, and fintech firms to share Forrester’s latest FSI digital business research and facilitate a discussion with industry leaders. Our team of esteemed analysts will lead the discussion; here is a snapshot of the topics that will be presented on the morning of the summit:
Frederic Giron (Vice President and Research Director serving CIOs – Singapore): Accelerating Digital Business In Financial Services
Oliwia Berdak (Senior Analyst serving eBusiness and channel strategy professionals – London): How To Organize For Digital Financial Innovation
Randy Heffner (Vice President and Principal Analyst serving application development and delivery professionals – Dallas): APIs Take Center Stage In Financial Services
If you're one of my regular readers, you may remember a post from August 2015 – "The Future Of Retail Is Digital" – in which I highlight key findings from a report on the future of retail experience. One recommendation was that retailers should begin to experiment with augmented and virtual reality technology early, so that potential use cases can be piloted in-store. Well this week, Microsoft announced a partnership with Lowe's to demonstrate the viability of Microsoft's Hololens to help Lowe's customers visualize custom kitchens.
While VR/AR is a long way from widespread market adoption (see this March 16 post by J.P. Gownder), the time needed to pilot and experiment with this technology means tech and CX teams in retailers need to be piloting use cases now in order to figure out what, if any, business impact the technology will have. (See also my comments from CES 2016).
Our annual organizational and staffing survey of digital professionals heralds change in 2016. The meteoric growth in digital team sizes has plateaued, and as line-of-business teams take on responsibility for digital execution and technology management teams step up to manage digital development, the nature, makeup and role of the digital team is shifting. The demand for skills like analytics, customer experience and product management is growing as digital teams take on end-to-end ownership of their firm’s digital experience. Our latest report, Trends 2016: Staffing And Hiring For Digital Business, outlines the key organizational trends and benchmarks for digital teams in the coming year.
Our key findings from the survey are:
Headcount Growth Plateaus As Operating Model Shifts. Digital headcount growth has plateaued, with teams averaging 94 people, down from 95 in 2014 and 103 in 2013. As technology and line-of-business teams step up to the digital plate, digital teams focus their resources on strategy and governance, channeling execution headcount into operational teams.
Technology Skills Aren’t The Biggest Headache Anymore. Technology skills are still hard to find, but roles like analytics and product management are increasingly vital, and much harder to source. As the role of digital teams shift from being operators and executors to strategists and coaches guiding line of business teams as they embrace digital, so to does the nature of the skills in digital teams. This way of operating demands more strategic and consultative skills than operational or technical specialists.
For the past eight years, business leaders have used Forrester's eBusiness and digital marketing assessments to mature their firms toward excellence. In 2013, we introduced a comprehensive digital maturity model that consolidated our interactive marketing and eBusiness maturity models.Two years applying the model with clients have helped hone and focus it even further. Our latest report, the Digital Maturity Model 4.0 updates our 2014 digital maturity model into a single set of scoring criteria that today's cross-functional digital leaders can use to benchmark how well they use digital to drive competitive strategy, enable superior customer experiences, and create operational agility.
Digital maturity demands cross-functional collaboration. Digitally mature firms do so much more than deliver great technology. They understand that digital execution demands the rightculture, organization, technology and insights. That’s why we define digital maturity across those four key dimensions. Our assessment outlines key best practices for how firms drive a digital culture, how they organize and resource digital teams, how they invest in technology and how they steer their strategy and execution with customer-driven insight.
The mass adoption of consumer broadband in the late nineties and early 2000’s helped firms like Amazon, Expedia and Intuit establish new business models and new ways of scaling to millions of customers. Selling products online and empowering customers to find the best deals on travel or financial services products changed market dynamics in a range of industries. But things aren’t slowing down. Quite the opposite, in fact.
Digital continues to change how your firm makes money. Perhaps not fundamentally yet for your firm, but don’t kid yourself, there are changes afoot. There’s obvious examples:
Your customers' digital experiences with other suppliers already shape their perceptions of value. Today, your customer assess the value of your services based in part on your ability to integrate into their digital world. The future belongs to companies able to harness digital to create new sources of customer value - these companies are destined to become digital predators, swallowing up lesser digital prey.
As a business leader, do you get the feeling that you're no longer playing the same game that you once were? It's not you; the world has changed. The things that used to set companies apart — such as economies of scale, distribution strength, and brand — are far less potent than they used to be. Why? Because digital technology has fundamentally changed two things: the dynamics of the markets in which you operate and the speed needed to remain competitive.
The latest report in our series on digital business – Unleash Your Digital Predator – updates our thinking on digital transformation and includes analysis of data from our latest executive research study on digital, conducted in partnership with executive search firm Odgers Berndtson.
Many firms proudly point to their mobile app and proclaim "Hey, we're digital!" While they may be driving incremental revenue, all they have done is bolt another digital touchpoint onto the existing business. Digital transformation goes much further, fundamentally reshaping the way you create value for your customers and drive revenue growth. Achieving this requires that firms approach digital business from the outside in, pursuing two dimensions of digital in parallel: digital customer experience(DCX) and digital operational excellence (DOX).