更快實(shí)現(xiàn)數(shù)字化——關(guān)于COVID-19對(duì)數(shù)字化轉(zhuǎn)型影 響的全球調(diào)查

1、COVID-19 is accelerating digital transformationPre-COVID-19, private and public organizations were on a journey towards a digital business model, traveling at varying speeds. But the scale of the pandemic has forced a dramatic acceleration, both in the speed of change and the required investment in

2、digital transformation.Quarantine, social distancing and remote working have tested the ability to meet customers, citizens and patients where they are, via digital channels. Some have thrived but others have struggled. As KPMGs 2020 Customer Experience Excellence Report emphasizes, its the evolutio

3、n of customer needs, attitudes and values that will most disrupt how businesses compete. Without a strong digital commerce capability, its hard to compete.Customer centricity is about more than just commerce. It means building the business model from the marketplace back; aligning the front, middle

4、and back office to deliver a seamless customer experience. Another KPMG study, The Connected Customer, found that 35 percent of customer experience-focused companies plan to adopt commerce everywhere business models by 2022.The pandemic has also focused minds on employees wellbeing and values. An ex

5、ceptional customer experience can only be delivered by people who believe in their organizations purpose, and who feel they are prized by both management and customers.Not every business is ready to do this, with progress held back by aging infrastructure, inflexible human resources, lack of a clear

6、 purpose, and a fragmented approach to managing different functions.Digital accelerationGaining a digital edgeCustomer behavior: The drive for centricityOperations/ supply chain: Agile and responsiveWays of working Resilience About the surveyThe COVID-19difference Next steps in the digital transform

7、ation journeyCOVID-19 isaccelerating digital transformationGoing digital, faster3 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Our global research into the current state of digital transformati

8、onTo better understand how COVID-19 has impacted companies digital transformation strategies, in mid-late summer 2020, KPMG commissioned Forrester Consulting to survey 780 digital transformation strategy leaders in 10 countries across 12 sectors.1The responses show that digital transformation has in

9、deed taken on greater urgency:The leaders participating in the survey viewed digital transformation as a requirement for competing today and a strategy for winning in the longer term. And theyre investing heavily in technologies to achieve this goal.But will this be enough?We strongly believe that w

10、ithout a coordinated, connected approach, the new digital organization may suffer many of the shortcomings of traditional models: siloed functions, unresponsive operations/supply chains, and a constant battle to access the right talent.of respondents say theyve accelerated their digital transformati

11、on strategy as a result of COVID-1967%63%say theyve increased their digital transformation budget as a result of COVID-19Why you should read this paperTo help your organization increase the pace of digital change, in order to give customers what they want, where they want itTo help make your organiz

12、ation more resilient and adaptable, to cope with crises like COVID-19, and to address continual and growing market disruptionMiriam Hernandez-Kakol Global Head of Management Consulting1 A commissioned study conducted by Forrester Consulting on behalf of KPMG, July 2020Throughout this document, “we”,

13、 “KPMG”, “us” and “our” refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is a private English company limited by guarantee and does not provide services t

14、o clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.Some or all of the services described herein may not be permissible for KPMG audi

15、t clients and their affiliates or related entities.COVID-19 isaccelerating digital transformationDigital accelerationGaining a digital edgeCustomer behavior: The drive for centricityOperations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the surveyNext step

16、s in the digital transformation journeyCOVID-19 isaccelerating digital transformationGoing digital, faster4 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Gaining a digital edgeTo compete in the

17、digital, post-COVID-19 age, organizations must attain the capability to connect digitally with customers, suppliers and employees. This means addressing five key challenges:Digital accelerationRapidly build a digital technology infrastructure, to connect front, middle and back offices, encompassing

18、HR, IT, finance, operations, procurement, marketing, sales and customer service.Customer behaviorCreate customer-centric business models where customers buy and engage through integrated digital channels increasingly with little or no physical contact. The customer experience must be relevant, perso

19、nalized, differentiated and competitive. To understand customer needs and preferences, data and analytics should inform customer strategies and tactics across the converging front office of marketing, sales, service and commerce. This can help achieve the appropriate customer experience economics.So

20、urce: A commissioned study conducted by Forrester Consulting on behalf of KPMG, July 2020COVID-19 isaccelerating digital transformationDigital accelerationCustomer behavior: The drive for centricityOperations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the

21、 surveyNext steps in the digital transformation journeyGaining a digital edgeGoing digital, faster5 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Supply Chain and operationsSupply chain and oper

22、ations must become more reliable and responsive. By digitally connecting and working more closely with suppliers and service providers, companies improve flexibility to respond to fast-changing customer needs. Suppliers become an extension of the business and are involved in strategy and product dev

23、elopment, thus blurring organizational boundaries. Indeed, the roles of varying players in the operations/supply chain may change continually up or downstream, as the chain becomes more modularin nature.By using internal and external data, available in real time, operations/supply chain leaders can

24、use analytics to assess both demand and cost to serve, pick up early warning signals from the market and take swift, decisive action. Over time, decision-making should be enhanced by ever more advanced technologies and cognitive capabilities. The result? Greater operational resilience to ensure cont

25、inued access to products, materials, people and services.Ways of workingThe way in which work gets done has changed and organizations must adapt, to become nimbler, scaling up or down swiftly, entering new markets and exiting old ones. COVID-19 has reinforced the need for efficient remote working, b

26、ut companies also need to shape their workforces, to ensure they can access the skills they need when they need them. Many enterprises recognize the need to radically change their shape, size, and structure, and to acquire a range of new skills. Through strategic reskilling initiatives, and by embra

27、cing the professional gig economy, they can benefit both workers and employers. Additionally, shared services, partnerships, alliances and strategic use of retired staff, brings access to vital talent on a short-to-medium term basis.The workforce of the future ecosystem is becoming more and more dig

28、ital, increasingly augmented by automation as well as contingent workers.ResilienceCOVID-19 has demonstrated that the digitally enabled enterprise is in fact the resilient enterprise; digitally enabled organizations have the capabilities to withstand the impact of pandemics (and other shocks) and sh

29、ould be far more agile on their path to recovery. And, because they benefit from enhanced insights,these organizations are less dependent upon manual intervention, location and market forces.Source: A commissioned study conducted by Forrester Consulting on behalf of KPMG, July 2020COVID-19 isacceler

30、ating digital transformationDigital accelerationGaining adigital edgeCustomer behavior: The drive for centricityOperations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the surveyNext steps in the digital transformation journeyGaining a digital edgeGoing dig

31、ital, faster6 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Digital accelerationCOVID-19 isaccelerating digital transformationGaining a digital edgeCustomer behavior: The drive for centricityOpe

32、rations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the surveyNext steps in the digital transformation journeyDigital accelerationGoing digital, faster7 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities pro

33、vide no services to clients. All rights reserved.Short-term priorities call for long-term, digital solutionsCOVID-19 has caused leaders to rethink their priorities, with an emphasis on immediate challenges. The leaders we surveyed highlight significant challenges like falling revenues, security conc

34、erns and interrupted supply chains, which have focused minds on the here and now and demand immediate action. In addressing these concerns, they are also starting to realize that the inexorable shift to digital has become todays rather than tomorrows priority.Top 5 COVID-19-related priorities1Loss o

35、f revenue2Increased security risk3Supply chain delays/breakdown45Development ofModified service new channels todelivery arrangements serve customersto accommodatehealth and safety requirementsDigitally-transformed firms will likely have the edge in the COVID-19 recovery phase. They can respond with

36、greater agility to customer, employee and supplier needs, because their decisions are informed by data while automation helps them scale faster.Miriam Hernandez-KakolGlobal Head of Management ConsultingWe need to assess new ways to communicate with our customers and implement new strategies to ensur

37、e the safety of our customers and employees.Survey respondent,Banking sector, EuropeSource: A commissioned study conducted by Forrester Consulting on behalf of KPMG, July 2020COVID-19 isaccelerating digital transformationDigitalaccelerationGaining a digital edgeCustomer behavior: The drive for centr

38、icityOperations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the surveyNext steps in the digital transformation journeyDigital accelerationGoing digital, faster8 2021 Copyright owned by one or more of the KPMG International entities. KPMG International enti

39、ties provide no services to clients. All rights reserved.The COVID-19 difference digital has risen up the agendaDigital transformation was already high on most organizations agendas even before the pandemic and has only risen in its importance since:Strategic priorities amplified since COVID-19These

40、 findings are consistent with the2020 Harvey Nash/KPMG CIO Survey results which show that during the three-month period (May-August 2020), technology spend grew at a greater rate than at any point in history, with technology leaders reporting a median additional spend of 5 percent to deal with the C

41、OVID-19 crisis.2When asked about their top priorities since the pandemic, respondents place a firm emphasis upon digital initiatives, with the ultimate aim of offering an enhanced customer experience. Leaders are eager to enhance their companies digital capabilities and create digital businessmodels

42、, products and services supported by platforms.69%of respondents say their digitaltransformation strategy was a high or top priority prior to the pandemic67%say theyve accelerated theirdigital transformation strategy since COVID-19 63%say theyve increased theirdigital transformation budget since COV

43、ID-19Due to the impact of the COVID-19 epidemic, the global economy is in a tense situation. Our company has accelerated the speed of digitaltransformation to improve the impact of the epidemic on us and the world and change the communication between enterprises and customers.Survey respondent,Asset

44、 management sector, AsiaDriving revenue Improving customer experienceAdding new digital capabilities Creating a digital business modelBuilding new digital products and servicesBuilding digital platforms for customer- facing systems2 Base: 1,299 professionals involved with customer-centric strategy d

45、ecisionsSource: A commissioned study conducted by Forrester Consulting on behalf of KPMG, July 2020Going digital, faster9 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.DigitalaccelerationCOVID-1

46、9 isaccelerating digital transformation Gaining a digital edgeCustomer behavior: The drive for centricity Operations/ supply chain: Agile and responsiveWays of working Resilience The COVID-19differenceAbout the surveyNext steps in the digital transformation journeyDigital accelerationCustomerbehavio

47、r:The drive for centricityCOVID-19 isaccelerating digital transformationGaining a digital edgeOperations/ supply chain: Agile and responsiveWays of workingResilienceThe COVID-19differenceAbout the surveyNext steps in the digital transformation journeyDigital accelerationCustomer behavior: The drive

48、for centricityGoing digital, faster 10 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Among top digital transformation objectives pre-COVID-1928%32%46% Staying connected to market dynamics and di

49、gital signals44%Creating a customer- centric digital commerce systemImproving the customer experience58%67%BUYProportion of respondents accelerating these initiativesThe COVID-19difference rising customer centricityCOVID-19 has focused minds even more keenly on customers, with a significant majority

50、 of respondents saying their organizationsare accelerating such initiatives.Customers are more demanding than ever. Accustomed to the convenience of online commerce during lockdown, theyre now expecting digital channels to provide a smoother and efficient customer experience.Digitally transformed co

51、mpanies can gain a vital edge by meeting the customer where they are. By taking an outside-in perspective, they scan the marketplace, pick out their desired customer segments, and organize the entire organization around the customer.This requires a complete commitment to digital, encompassing direct

52、-to-consumer delivery, data analytics, and a convergence of the front office including marketing, sales, service and commerce.For these organizations, COVID-19 has provided a chance to really shine and can even lower costs to serve. The top-ranked brands in KPMGs 2020 Customer Experience Excellence

53、Report typically outperform their peers in terms of customer experience ratings by between 10-12 percent.The leaders in our survey tell a similar story. They say their organizations top digital transformation drivers are largely customer focused with an emphasis on improving customer experience, cre

54、ating customer centric digital commerce, and picking up market signals swiftly to respond to changing tastes and purchasing behavior.There are three defining characteristics of customer-centric, digitally connected businesses:They think outside-in and intimately understand the evolving consumer and

55、the marketplaceThey create engaging customer experiences wherever the customer may beThey execute seamlessly, by connecting the whole enterprise and delivering as one.Julio HernandezAmericas Lead, Connected Enterprise Principal, Customer AdvisoryPractice Lead KPMG in the USSource: A commissioned stu

56、dy conducted by Forrester Consulting on behalf of KPMG, July 2020COVID-19 isaccelerating digital transformationDigital accelerationGaining a digital edgeCustomerbehavior: The drive for centricityOperations/ supply chain: Agile and responsiveWays of working ResilienceThe COVID-19differenceAbout the s

57、urveyNext steps in the digital transformation journeyCustomer behavior: The drive for centricityGoing digital, faster 11 2021 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.Leading brands are starting

58、 to view customers as assets that should be protected, nurtured and invested in. Customer loyalty is seen as a form of equity in the company. And theyre thinking how to move customers onto their balance sheets as permanent, valuable assets.Adrian ClampEMA Lead, Connected Enterprise Partner, Digital

59、Transformation Lead KPMG in the UKThese findings resonate with the views of CEOs, as expressed in KPMGs 2020 Global CEO Outlook. Respondents to this survey feel the pandemic has accelerated the need to create a seamless digital customer experience and create new digital business models and revenue s

60、treams.Customer-centricity has become an even bigger priorityCEOs are also aiming for digital customer centricity in the wake of COVID-19*80%say their customer-centricstrategy was a high or top priority prior to the pandemic72%say its an evenhigher priority since COVID-1979%are accelerating thecreat