Kapil Dev Singh: Leading Digitally

Leading DigitallyIn the Emerging Manufacturing Landscape

Kapil Dev Singh

Founder, Coeus Age

Principal Analyst, Core Quadrant

&

A Research initiative of

1. Set Clear Priorities

The ContextThe Structural Shifts

The RealityA Paradox of Business Priorities

%

78

38

13

15

16

13

9

9

4

37

44

25

23

25

18

11

11

7

Operational Efficiency

Business Growth (Organic)

Cash Flow

Customer Management/ Ecommerce

Compliance

Organizational Culture

Business Risk

Business Growth (Inorganic)

Rationalize Portfolio

2014

2015

63 CIOs in Manufacturing Firms

Source- Core Quadrant, 2015

2. Align with the Opportunities

The ContextThe Emerging Relevant for IT

The RealityNew Opportunities for Growth

3. Build the Digital Infrastructure Roadmap

Flirting

Building

Converging

Performing

Digital Infrastructure

50%

31%

17% 02%

48 CIOs in Manufacturing Firms

Source- Core Quadrant, 2014

Experience

Applications

Data

IT Infrastructure

Document Management

Process

Information, Aesthetics, Access, Speed

Digitized, Secured, Dynamic Retrieval

Automated, Agile, Managed , Contextualized

Integrated, Open, Managed, Optimized, Orchestrated

Secured, Quality, Rationalized

Automated, Consolidated, Standardized, Optimized, Virtualized

The ContextSMAC+ and the Underlying Preparedness

49

35

33

25

24

18

13

2

40

18

32

26

25

16

30

12

IT OperationalEfficiency

New Technologies

Internal IT Usage

Overhaul Architecture

IT Security/ BCDR/Risk Management

EnterpriseApplications

Consolidate IT Assets

Outsourcing

2014

2015

%

63 CIOs in Manufacturing Firms

Source- Core Quadrant, 2015

The RealityThe New IT Focus

1427 32

176 12

34

6538

56

35

47

52

8

30 27

5941

SocialMedia

Mobility Analytics Cloud IoT BYOD

High Moderate Low

4. Create a Digital Discourse at the C-Level

Internal Efficiencies & Effectiveness

Connected Supply ChainEfficiencies & Effectiveness

Connected EcosystemEfficiencies & Effectiveness

Smart Industry, Digital Value Chain

The ContextDisruptive Forces, though Latent, shall Emerge

Traditional Industry, Physical Value Chain

Digital Disruptors

The Reality(Low) Internal Preparedness

Digital Leadership

Digital Strategy

Digital Boundary

Digital Culture

Digital Infrastructure

Digital Capability &

its Leverage

Digital Market Place/ Value Chain

27

51

21

1

Digital way of doingbusiness is not so

prevalent in our industry

We generally lag behindothers/ react to others inour industry with respect

to adopting digital

It’s a highly competitive situation, where both we and others are equal in

our digital adoption

We clearly lead overothers

Preliminary Data, 106 CXOs in Manufacturing Firms

%

5. Chalk out a Self Development Plan

The ContextCIO Roles are Multiple and Competing

The RealityIt Takes Time and Efforts to Evolve

5. Chalk out a Self Development Plan

4. Create a Digital Discourse at the C-Level

3. Build the Digital Infrastructure Roadmap

2. Align with the Opportunities

1. Set Clear Priorities

Summarizing5 Points to Leading Digitally

Thank You !

Kapil Dev SinghFounder, Coeus Age

98117 71187 | [email protected]

www.coeusage.com

www.cioleadingchange.com

www.emergententerprise.com

#dskapil