CIO100 East Africa Mega Trends Report - PwC · change. The ripple effect is a transformation in how we think about, produce and use technology. In some parts of the world, disruption

CIO100 East Africa Mega Trends Report

www.pwc.com/ke

5th Annual PwC/CIO - CIO100 Survey:Measuring Enterprise Innovation

Staying ahead of both market and internal disruption requires embracing a digital enterprise. These investments are made primarily for competitive advantage.

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3CIO100 East Africa Mega Trends Report - 5th Annual PwC/CIO - CIO100 Survey: Measuring Enterprise Innovation

Contents

The ever changing tides of technology 4

Introduction 5

Accelerating digital and technology impact 6

Byte for Byte: Will East Africa keep up with global trends 6

About the Survey 8

Overview of respondents 9

CIO100 Innovative Behaviors 16

Finishing fi rst & fast 18

The CIO100 2015 edition report team 19

The ever changing tides of technology

We are witnessing considerable disruption in various sectors led by the private sector.

This is arising from a combination of policy, technological and customer change. The ripple effect is a transformation in how we think about, produce and use technology.

In some parts of the world, disruption of business is already taking a strong hold; in East Africa, it is just beginning.

This adds to the complexity of the already existing challenges companies face in providing services and products that are secure, affordable and sustainable.

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Introduction

Africa has recently witnessed an upsurge in the entry of new nontraditional investors in its market, both homegrown and foreign. Foreign direct investment is diversifying away from extractive sectors towards consumer goods and services.

The East African governments have continued to make signifi cant strides in improving the region’s business environment, primarily through signifi cant investments in physical infrastructure.

The projected GDP growth rate is between 5.6% and 6.7% in 2015 and 2016 respectively.

Organisations in East Africa, particularly those in the fi nancial services, manufacturing, and telecommunication sectors, are using the technology platforms for innovation and transformation purposes and as a way to gain a competitive edge.

The use of Information Technology in Africa when compared to the rest of world has grown signifi cantly. The innovative African

business leader will need to change their mind set from automation to implementing technology platforms that help drive the organisation from survival to sustainability.

In response, the realization that the business environment is highly dynamic is driving change in the technology arena too. In this year’s survey, we focus on these changes.

We look at what is driving the change and where it is leading. We include an analysis of some of the principal disruptive factors at work and, based on the survey data highlight future focus areas.

Looking further ahead, we fi nd that a clear majority in our survey expect signifi cant or very signifi cant business model change in the next fi ve years and that current technologies will not be sustainable for long.

Majority of CIOs in East Africa are able to maximize the implementation of IT to drive their business strategy and initiatives.

Majority of respondents expect a very signifi cant change in business model as current technologies will not be sustainable for long

The projected GDP growth rate in 2015 and 2016 respectively

5.6% and

6.7%

1Source: Statistics Department, African Development Bank

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Accelerating digital and technology impact

In this year’s survey we look at these big issues through the viewpoint of a survey that is extensive in scope as well as intensive in its depth. The depth has been magnifi ed through comparators using PwC’s 2015 Global Digital IQ Survey, which gathered insights from nearly 2,000 business and technology executives. We also examine what this means through the lens of the Chief Executives also based on PwC CEO Survey 2015: Leading in extraordinary times.

The Digital IQ fi ndings of 2015 have been used to form comparators on trends for this year’s CIO100 East Africa megatrends report. This report highlighted that as organisations continue to invest heavily in digital technology; customers, employees, shareholders, and boards raise their expectations, therefore management teams are under pressure to translate that considerable investment into real returns. We believe that, fi rst, leaders must have a clear understanding of today’s digital climate. Only then will

Byte for Byte: Will East Africa keep up with global trends?

they be equipped to set themselves up for superior performance in their current business—and ones they have yet to reimagine.

CEOs embrace digital technology in ever deeper ways

Highlights of global trends are …

According to the PwC CEO Survey 2015, CEOs have embraced the technology mantle and expect digital to deliver ever-better customer experience while still paying dividends in faster, cheaper, and more resilient operations.

They are also committed to data mining and analysis, boosting their innovation capacity, and improving decision-making. CEOs look over their shoulders—for new industry entrants exploiting technology or potential partners that can provide access to it.

An in depth analysis of the respondents to the CIO100 East Africa 2015 edition, reveals an underlying shift in decision

Of CEOs globally worry about new industry entrants from the Technology sector disrupting their businesses

*Adopted from PwC CEO Survey 2015 | Top fi ndings

32%*


CEOs are increasingly considering the digital factor when positioning their companies against potential competitors and for collaborations with partners

making when it comes to investing in IT projects. A rise in companies opting for Cloud Computing and Software-as-a-Service (SaaS) as a technology that is key in executing new projects indicates that the C-suite has embraced the move to the cloud as a means to reduce spend on technology infrastructure while maintaining easy access to enterprise-wide information.

On the other hand governments have increased expenditure on projects implemented with an objective to enforce regulatory compliance, risk management and security. The main benefi t is governments’ efforts to increase accountability and

transparency. In the previous year the Chief Marketing Offi cer and Chief Finance Manager were noted to have infl uence in decision pertaining to purchase of technology. This year the shift indicates that the CIO is the dominant decision maker for technology projects within the enterprise.

Next steps, next questions for the East African CIO:

Looking beyond current digital investments like mobile and data analytics, are there emerging technologies that will be important to your business in the next few years?

How might sensors, wearable computing, robotics, and other less mainstream bets bring value to customers or operations? How do you continually monitor, evaluate, and prioritize potential technologies?

When it comes to digital technology, which will you be: an industry disruptor using it to break into new markets, or one of the disrupted that loses ground? What differentiating capabilities or new value will you bring? What formal or informal partnerships can help you acquire the technology, customers, or talent you target? Are you piloting new technologies to evaluate potential uses?

Is your company prepared to get the most out of its digital investments: Do you use agile approaches both within IT and across the business? Can your existing infrastructure accommodate new technologies, requirements, and ways of working? Does each and every employee have the digital skills and mind-set needed to compete today?

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Respondents who mentioned that the technologies used in their projects were being used for the fi rst time in the organisation 67%

About the Survey

The 5th annual PwC/CIO CIO100 survey themed ‘Measuring Enterprise Innovation’ was conducted during the months of July to October 2015. This was a joint effort by PwC and CIO East Africa.

This year’s submissions were above 500 from Tanzania, Uganda, Kenya and interests from Nigeria, Ghana and South Africa. The survey shows that Innovation is on an upward trend with 67% of the respondents having mentioned that the technologies used in their projects are being used for the fi rst time in the organisation as

compared to last year’s 60%. Mobile and wireless technologies were the most dominant and considered an important driver in the mobility based business applications.

Out of the over 500 applications the top 100, were selected. Reasons for various responses were then clarifi ed through follow up emails and telephone calls.

The criteria for selecting the top 100 was through judging conducted by select CIOs within the industry as well as PwC technology experts. This was done through a point system where

applications were scored based on the ability to demonstrate excellence in:

• Technology Innovation: The extent to which the organisation used IT in a new way or enabled new ways of doing business, whether internally or externally.

• Business Value Delivery: The measurable impact backed up by supporting data, that the project or initiative has had on the organisation’s business results.


0% 5% 10% 15% 20% 25% 30% 35%

Accounting & Finance

Human Resources

Asset Management or Maintenance

Research & Development/Produc Development

New Product/Market

Manufacturing

Inventory Management

Supply Chain or Logistics

Marketing

Sales

Order Processing or Fulfillment

Customer Service or Support

IT Operations

Engineering

0% 5% 10% 15% 20% 25% 30%

Strategic Impact/Competitive Advantage

Customer Impact

Financial Impact

Operational Impact

Security, Regulatory Compliance, Risk Management

Societal Impact

Mobile and wireless technologies were the most dominant and considered an important driver in the mobility based business applications

67%

Overview of respondents

Findings:

1. Driving departmental change

In 2014 the top fi ve departments or functions that benefi ted most from ICT projects were IT operations, Customer Service, Finance, Human Resources and Sales. The respondents of 2015 survey ranked Customer Service, Sales and Finance as the leading business units.

2. Chasing effectiveness

In 2014, respondents answered that operational effectiveness remained the primary impact of IT projects closely followed by customer impact. In 2015 there was equal emphasis on the two priority areas with no major change.

0% 2% 4% 6% 8% 10% 12% 14%

Account&Finance

Human Resources

Asset Management

Research & Development/Product Development

Product Devpt

New Product/Market

Manufacturing



Marketing

Sales

Order Processing or Fulfillment


IT Operations

Engineering

0% 5% 10% 15% 20% 25% 30%

Strategic Impact

Customer Impact

Financial Impact

Operational Impact

Security, Regulatory Compliance, Risk Management

Societal Impact

Business Function/Department that most benefi ts from the project - 2014

Overall business goal of the project - 2014

Business Function/Department that most benefi ts from the project - 2015

Overall Business Goal of the Project - 2015

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0% 2% 4% 6% 8% 10% 12% 14% 16%

Business Intelligence

Business Process Management

Cloud Computing Services or Software as a Service (SaaS)

Collaboration Tools

Content or Document Management

Enterprise Applications-CRM

Databases or Data Warehouse

Enterprise Architecture

Enterprise Applications-ERP

Mobile or Wireless

Security Technologies

Social Media


Unified Communications

Video conferencing or Telepresence

Virtualization: Desktop PC

Virtualization: Server

Virtualization: Storage

Big Data

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

1-6 months 7-12 months 13-24 months 25-36 months More than 3 years

Collectively two thirds of all respondents said that the payback time of ICT projects was less than one year. Increased demands from customers, boards and shareholders are sighted are some of the key reasons for this trend

66%

3. Haste for shorter payback

In 2014, 45% of respondents mentioned preference of a 12- 24 month payback period for ICT projects. In 2015, 66% of the respondents indicated a shift towards even shorter payback of less than 24 months. One reason respondents mentioned is high demand from boards and shareholders to implement faster and target greater impact early in the project.

4. Tapping into Mobile

Across the board respondents indicated the high level of engagement around digital strategy within the whole organisation. Mobile and Wireless Technologies were listed as the technologies most important in driving the projects. One key observation is that there has been higher consumption of 3G and 4G standards.

0%

5%

10%

15%

20%

25%

30%

1 - 6 months 7 - 12 months 13 - 24 months 25 - 36 months More than 3 years

0% 2% 4% 6% 8% 10% 12%


Business Process Management

Cloud Computing Services or Software as a Service

Collaboration Tools

Content or Document Management

Customer Service

Databases or Data Warehouse

Enterprise Architecture

Enterprise Resource Planning (ERP)

Mobile or Wireless

Security Technologies

Social Media


Unified Communications

Video conferencing or Telepresence

Virtualization: Desktop PC

Virtualization: Server

Virtualization: Storage

Big Data

Time frame for the full payoff of the project - 2014

Technologies most important to executing the project - 2014

Time frame for the full payoff of the project - 2015

Technologies most important to executing the project - 2015


Changing the Game: A story of Innovation for sustainabilityThe Changing Scope of Public Companies

5. Focus on customer service

In this survey we observe a change in mindset for 2015 respondents showing focus on customer service, supply chain and accounting and fi nance rather than IT, when compared to previous year 2014 survey results.

Biggest gainers: Customer service from 8% to 19%, supply chain or logistics & inventory management went from 0% to 4% respectively, accounting and fi nance from 0% to 8%

Biggest losers: IT operations from 19% to 8%, human resources 10% to 4%, marketing from 13% to 8%

0% 5% 10% 15% 20%

Human Resources

Asset Management


Product Devpt

New Product/Market

Manufacturing

Marketing

Sales

Order Processing or Fulfi llment


IT Operations

Engineering

0% 5% 10% 15% 20% 25%


Human Resources

New Product/Market



Marketing

Sales


IT Operations

Engineering

Public Companies: Business Functions/Department that benefi t most from the project - 2014

Public Companies: Business Functions/Department that benefi t most from the project - 2015

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0% 2% 4% 6% 8% 10% 12% 14%

Accounting & Finance Human Resources

Asset Management or Maintenance Research & Development

Product Development New Product/Market

Manufacturing Inventory Management

Supply Chain or Logistics Marketing

Sales Order Processing or Fulfillment

Customer Service or Support IT Operations

Engineering

0% 2% 4% 6% 8% 10% 12% 14%

Account&Finance

Human Resources

Asset Management


Product Devpt

New Product/Market

Manufacturing



Marketing

Sales

Order Processing or Fulfi llment


IT Operations

Engineering

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Bus

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s In

telli

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Bus

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Clo

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ting

Ser

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Sof

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Ser

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(Saa

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Col

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Con

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Dat

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Ent

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Arc

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Mob

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Sec

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Tec

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Sup

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Cha

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s

Virtu

aliz

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r

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Bus

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telli

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Bus

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Man

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Col

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Con

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Man

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Dat

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Mob

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Sec

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Soc

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ion:

Des

ktop

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Virtu

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atio

n: S

erve

r

Virtu

aliz

atio

n: S

tora

ge

6. Going Cloud

A new trend indicates that management of and access to new technologies will drive uptake of various cloud services. In 2014, respondents indicated low confi dence levels with the cloud and opted to invest in security fi rst. This year’s respondents site lower concerns about security and the reliability of bandwidth, therefore wider adoption to the cloud.

Biggest gainers: Cloud computing 0% to 8%, customer service 3% to 17%, database and enterprise architecture from 0% to 8%, business process management 3% to 13%, supply chain and logistics from 0% to 4%.

Biggest losers: Mobile or wireless from 18% to 4%, security technologies from 17% to 4%, server virtualization from 15% to 13%.

7. Small Business Appetite for Supply Chain

This year’s most notable trends were in the small business segment with up to 100 employees.

Biggest gainers: supply chain and logistics 4% to 7%, new product/market 6% to 9%, sales 8% to 11%

Biggest losers: IT operations 13% to 10%, research and development 5% to 2%, order processing and fulfi lment from 6% to 5%

Private Companies

Public Companies: Technologies most important to executing the project - 2014

Private Companies: Business department that most benefi ts from the project - 2014

Public Companies: Technologies most important to executing the project - 2015

Private Companies: Business department that most benefi ts from the project - 2015


0%

2%

4%

6%

8%

10%

12%

14%

16%

18%


Research & Development

Product Development

New Product/Market

Sales Customer Service or Support

IT Operations

0%

2%

4%

6%

8%

10%

12%

0% 2% 4% 6% 8%

10% 12% 14% 16% 18%

0%

2%

4%

6%

8%

10%

12%

14%

16%

8. The SaaS in Supply Chain and Product Development?

Small businesses have relatively lower budgets for technology when compared to large enterprises; the appetite to implement extended Software as a Service has grown tremendously, the main observation being for use in Supply Chain and Sales. This indicates a relationship where IT aligns with business functions responsible for distribution of product and services.

Biggest gainers: cloud computing 8% to 14%, business intelligence 5% to 9%, supply chain and logistics 3% to 5%

Biggest losers: databases or data warehouse from 9% to 6%, security technologies 9% to 6%, social media 6% to 3%

9. Productivity versus Uptime

This year’s respondents in the Non-profi t segment included associations, education institutions, business incubators and development programs. Respondents indicated a complete shift from effi ciency and productivity (Accounting and Finance, Asset Management) to IT Operations.

Non-Profi t Organisations

Private Companies: Technologies most important to executing the project - 2014

Non-Profi t Organisations: Business department that most benefi ts from the project - 2014

Private Companies: Technologies most important to executing the project - 2015

Non-Profi t Organisations: Business department that most benefi ts from the project - 2015

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0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%


Business Process

Management

Cloud Computing Services or

Software as a Service (SaaS)

Collaboration Tools

Content or Document

Management

Customer Service or Customer

Relationship Management

(CRM)

Databases or Data

Warehouse

Mobile or Wireless

Security Technologies (e.g. data loss

prevention, encryption,

identity management)

0% 2% 4% 6% 8%

10% 12% 14% 16% 18%

0%

2%

4%

6%

8%

10%

12%

14%

0%

2%

4%

6%

8%

10%

12%

10. Cloud with Content

The not-for-profi t sector is embracing cloud computing services and the mobile/wireless movement, with an aim at taking advantage of emerging technologies. At the same time, collaboration tools and data warehousing are losing popularity as far as preference goes.

Biggest gainers: business process management 10% to 15%, cloud computing 5% to 11%, content management 0% to 4%, mobile or wireless 9% to 19%

Biggest losers: collaboration 11% to 7%, databases or warehouse from 11% to 4%, security technologies 9% to 4%

11. Changing the Face of Government Departments

In 2014 government respondents answered that the IT and Human Resource functions were the primary benefi ciaries of technology projects. Accounts and Finance came in second with Asset Management and Citizen Service coming in third. As the Government increasingly adopts technology to enable better service delivery to the citizens, it comes as no surprise that the Citizen facing departments are the main focus and benefi ciary of IT investments leaping from 9% to 16% in 2014 and 2015 respectively.

Delivering the promise

Non-Profi t Organisations: Technologies most important to executing the project - 2014

Government Organisations: Business department that most benefi ts from the project - 2014

Non-Profi t Organisations: Technologies most important to executing the project - 2015

Government Organisations: Business department that most benefi ts from the project - 2015


0%

2%

4%

6%

8%

10%

12%

14%

0%

5%

10%

15%

20%

25%

12. The First Step to Big Data?

Governments have to deal with large volumes of data which informs their continued preference for Data Warehousing as the technology to invest in. This is informed with the priority objective to foster accountability and good governance.

Biggest gainers: databases and warehouse 12% to 22%, mobile or wireless 7% to 16%, social media 1% to 5%

Biggest losers: content management 12% to 2%, collaboration tools 6% to 2%, virtualization of servers 9% to 2%

13. Business Goals

In summary, Strategic Impact and Customer Impact remain key technology considerations for the Public Companies. The scenario changes with Private Companies, where Financial Impact and Operational Impact are the major motivations for technology investments.

In the Non-Profi t Sector, there is signifi cant bias towards adoption of IT for Customer Impact and Societal Impact, with a jump of 14% and 50% respectively and a drop in the desire to have IT for Financial and Operational Impact. Besides the need to serve the citizen, the Government continues to adopt technology with a major goal of achieving Strategic Impact.

0%

10%

20%

30%

40%

50%

60%

Strategic Impact/Competitive Advantage

Customer Impact Financial Impact Operational Impact Security, Regulatory Compliance, Risk

Management

Societal Impact

Public Company Private Company Non-profit Government Organization

Government Organisations: Technologies most important to executing the project - 2014

Government Organisations: Technologies most important to executing the project - 2015

Comparison of primary Business Goal by sector – CIO100 East Africa survey, 2015

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CIO100 Innovative Behaviors

How innovative is your project?

Innovation continues to be a top priority for many enterprises in order for them to be gain a sustainable completive edge. The innovative areas mainly depend on strategic or competitive impact coupled with driving factors from a fi nancial, customer and operational perspective.

To be sustainable, CIO’s will need to innovate in new and unexplored places, then decisively acting upon those that are most competitively advantageous. Global CEOs ranked product and service innovation as their top strategy for growth, over increasing market share, entering new geographic markets, M&A, or joint ventures and strategic alliances (PwC, 17th Annual Global CEO Survey, 2014). Their top-three priorities in 2014 are to innovate products, technology and services (PwC, Breakthrough Innovation and Growth, 2013.)

Top performers in our survey were more likely to look to outside sources for project innovation and demonstrated the following behaviours

• Actively seeking feedback from customers with their satisfaction of products, services and internal processes.

• Targeting sustainability through similar stakeholder organisations to form Private Public Partnerships.

• Using external accreditation and certifi cation bodies to measure level of innovation through scenario and gap analysis.

• Localisation of experiences gained or learnt abroad and sharing these with all relevant stakeholders before adoption.

How has the availability of smart technology impacted the project/ initiative?

Over the years the word “SMART” has had cross cutting meaning, such as smart cards, smart grid, smart phones, smart fridges and now smart watches.

Across the board all projects were affected by smart devices and applications. The most innovative organisations used smart technology for the following reasons

• Engage better with smart phone users

• Save time and costs on monitoring IT infrastructure and telecommunication equipment

• Increase information sharing between software applications and effectively eliminate human intervention


What are the Macro / government factors affecting & determining project success?

In 2014 the EAC budget speeches emphasised that leveraging ICT to achieve the various objectives of EAC harmonisation is the golden key. Equally in the respective budgets for Kenya, Rwanda, Uganda and Tanzania not only has expenditure in ICT sector stipulated but also mention impact of ICT across economic sectors such as healthcare, security, education and fi nancial services.

Top innovators of the survey mentioned governments as a catalyst in the following ways

• Lower connectivity costs due to local Internet Exchange Points.

• Access to knowledge an sharing of peer experiences through low cost or free capacity building initiatives such as Government Skills for Africa program

• Streamlined ICT authorities and regulatory institutions

• Legislation measures such as the draft Cybercrime and Computer Related Crimes Bill 2014

• National fi ber projects of the various East African countries

What is the risk exposure impacting project/ Initiative?

Teamwork and high collaboration are to achieve the changes expected from technology. Respondents mentioned the following top fi ve risk exposures :-

• Resistance to change

• Budget overrun

• Insuffi cient project and change management skills

• Authenticity and security of data during migration

• Project sustainability after launch or go live, especially for pilot programs

How is total Customer/ Citizen service experience affected & what systems integration initiatives were considered?

Customer and citizen services and experiences have been greatly improved. There is more customer retention, more satisfaction and growth in market share as well. These factors are attributed by the effort within the organisations to utilise the CIO role with confi dence. The survey reveals that CIOs had to collaborate mainly with their Sales & Marketing, Customer Service and Business Development counterparts to perform the following

• Execute customer experience strategies

• Enhance customer contact management

• Facilitate Business2Business and Businecs2Customer by ensuring various processes are streamlined as well as inter-functional and inter - organisational systems “talk to each other in the same language” – seamless integration.

• Use of audio and video media to support customers

• Use of collaborative tools such as SMS, email, website portals, chats to administer customer service and complaints at the sometime.

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Finishing first & fast

The forward-thinkers and pacesetters of technology and innovation in East Africa today are those that will remain futuristic in their seeking of new solutions to anticipated problems.

The question of sustainability is one that demands attention as CIOs come up with customized technology solutions to their existing and anticipated needs.

Whether it is in matters of cost, relevance or even environmental impact, there is every need to ensure that the systems built today can endure beyond tomorrow.


The CIO100 2015 edition report team

Elizabeth NdiiConsultantAdvisory [email protected]+254 20 2855000

Muchemi WambuguPartnerAdvisory [email protected]+254 20 2855000

Francis ThairoManagerAdvisory [email protected]+254 20 2855000

Victoria WokabiConsultantAdvisory [email protected]+254 20 2855000

www.pwc.com/ke

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This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specifi c professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.

© 2015 PricewaterhouseCoopers Limited. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers Limited which is a member fi rm of PricewaterhouseCoopers International Limited, each member fi rm of which is a separate legal entity.

CIO100 East Africa Mega Trends Report - PwC · change. The ripple effect is a transformation in how we think about, produce and use technology. In some parts of the world, disruption

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