DIGITAL FUTURE TALK

MARIO VOIGT ➤ Professor for Digital Transformation and Politics at

Quadriga University Berlin

➤ International Consultant and Strategy Advisor for Fortune500 Corporations, Issue Campaigns and Associations in Europe, Americas and Asia

➤ Published 4 books on digitalization and political communications, several studies on Smart City

➤ Member of international Jurys, e.g. European Excellence Award or Digital Campaign Award

➤ Senior Senator of Parliament of Thuringia

➤ Strategy Advisor to Reelection Campaign of Chancellor Angela Merkel 2017

TRENDS

60 SECONDS IN A DIGITAL WORLD

We’ve created more information in the last 10 years than in all of human history before that.1

The average social network user receives 285 pieces of content per day. That’s

54,000 words and 443 minutes of video.2

DIGITAL UND INFORMATION OVERFLOW

3: Ericsson Mobility Report 4: Cisco

By 2020, there will be

6.1 billion smartphone users globally3

and an estimated 50 billion Internet connected devices worldwide, including computers, smart phones, tablets.4

NEW WORLD?

▪The world's largest taxi company does not have a taxi. ▪The world's largest media company does not produce content. ▪The world's largest dealer has no storerooms. ▪The world's largest provider of residential accommodation has no property.

SCIENCE FICTION?

EVERYTHING WHICH CAN BE DIGITIZED WILL BE!

IMBALANCE IN THE PLATFORM ECONOMY

PROSUMER COMPETITION: WINNING PLATFORM ECONOMY

16

Search Cloud Messaging Social

CommerceMedia/NewsMobilityEntertainment

ERPIndustry 4.0Logistics 4.0Connected Enterprise

Betriebssystem

Desktop-PCs, Tablets & Konsolen

Smartphones

Social Media

USA Europa

Herkunft der Unternehmen

E-Mail-Dienste

Online-Shopping

Videostreaming-Dienste

Richtung verlagern. Gelingt es den Europäern nicht, dort eigene Akteure zu etablieren, werden sie Wert-schöpfungsanteile verlieren.

• Die Aussicht auf eine eigenständige, nachhaltige Wettbewerbsposition im Geschäftskundensegment

ohne einen relevanten Marktanteil im Endkunden- geschäft erscheint gering. Über Erfolg in der digitalen Welt entscheidet letztlich die Kundenschnittstelle – und die ist fest in Händen der zumeist US-amerikani-schen Plattformbetreiber.

B Dominanz der US-Anbieter: Marktanteile der führenden Internetunternehmen in Deutschland entlang der Stationen im Endkunden-Entscheidungsprozess

Quelle: Convios; Statista; Roland Berger

DIGITAL DISRUPTS OUR BUSINESS MODEL

BUSINESS IMPACT

BUSINESS IMPACT

DISRUPTING INDUSTRIES

INDUSTRY 4.0

BUSINESS: FOUR FIELDS OF ACTION FOR DIGITALIZATION

AUTOMATISATION: DROHNEN DHL

DIGITAL DATA: BOSCH

CONNECTIVITY: SMART FACTORY

https://www.youtube.com/watch?v=TxzWJy1lAO0

DIGITALER KUNDENZUGANG: KUCKUCKSUHREN

BUSINESS: FOUR FIELDS OF ACTION

DIGITAL STRATEGY

VISION: SMARTER GERMANY

READINESS INDEX

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VON DER VISION ZUR UM-SETZUNG: DIE ROLLE DER KOMMUNALWIRTSCHAFT

VISION UND ZIELFOTOFÜNF MEGATRENDS HANDLUNGSFELDER UND -EMPFEHLUNGEN: POLITISCHE WEICHEN IN DER NEUEN LE-GISLATUR RICHTIG STELLEN

EINLEITUNG

DEUTSCHLAND WIRD GIGABIT-GESELLSCHAFT DURCH GLASFASER UND 5G.

Herausforderung

Deutschland steht für höchsten Technologiestandard. Unsere Infrastruktur- und Kompetenzbasis ist eine der besten der Welt. Dennoch landet die Bundesrepublik beim Network Readiness Index des World Econo-mic Forum nur hinter Ländern wie Singapur, Finnland, Schweiz, Schweden, Israel, den Niederlanden oder den Vereinigten Staaten auf Platz 15 von 139 verglichenen Ländern (World Economic Forum, 2016).

Abbildung 10: Deutschland im Network Readiness Index (Quelle: WEF, 2016)

Rank Value (out of 139) (1-7)

Network Readiness Index 15 5.6Network Readiness Index 2015 (out of 143) 13 5.5Network Readiness Index 2014 (out of 148) 12 5.5Network Readiness Index 2013 (out of 144) 13 5.4

A. Environment subindex 20 5.2 1st pillar: Political and regulatory environment 16 5.4 2nd pillar: Business and Innovation environment 28 5.0B. Readiness subindex 13 6.1 3rd pillar: Infrastructure 12 6.6 4th pillar: Affordability 55 5.6 5th pillar: Skills 8 6.1C. Usage subindex 14 5.6 6th pillar: Individual usage 18 6.2 7th pillar: Business usage 6 5.8 8th pillar: Government usage 30 4.8 D. Impact subindex 15 5.3 9th pillar: Economic impacts 10 5.4 10th pillar: Social impacts 30 5.2

12

3

4

6

7

5

Germany High-income group average

1. Political and regulatory environment

2. Business and innovation environment

3. Infrastructure

4. Affordability

5. Skills

6. Individual usage

7. Businessusage

8. Government usage

9. Economic impacts

10. Social impacts

LEVELS OF ACTION

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VISION UND ZIELFOTOEINLEITUNG

Die Dimensionen verbinden die unterschiedlichen Lebensbereiche, die durch die Digitalisierung im Wandel begriffen sind – von Gesundheit, über Ver-waltung, Wirtschaft und Arbeit, Bildung, Mobilität,

Energie bis hin zur Daseinsvorsorge. Daraus er-wachsen Verflechtungen und Aufgabenstellungen, die sich wie folgt illustrieren lassen:

Im Hinblick auf die unterschiedlichen Herausforde-rungen, die sich daraus ergeben, wird schnell deut-lich, dass in der Smart Nation Deutschland insbe-sondere den Regionen und den Kommunen eine besondere Rolle zukommt. Auf dem Weg zur Smart

Nation Deutschland geht es um die Lösungsstärken der regionalen Akteure. Will Deutschland eine digi-tale Führungsrolle gelingen, muss es stärker auf die regionalen Lösungskonzepte und smart Regions setzen.

Abbildung 7: Dimensionen der Verflechtung

Daseinsvor-sorge/Home

Gesundheit E-Government Wirtschaft Bildung Mobilität Energie

Bund und Kommune Digitale Standards

Kommune Digitale Infrastruktur

Bund Digitale Strategie

#CREATION OF A MODERN DATA ECONOMY ➤ Establishment of a clear legal framework for

the use of data

➤ Advancement of seal and certification solutions for more transparency

➤ Introduction of basic transparency and information duties for digital platforms

➤ Making of online business transactions and E-government simpler and more secure (Trust Services Act)

➤ Setting up of experimentation rooms for innovative digital net-worked business models (Experimentation rooms – or real laboratories)

21McKinsey Global Institute Digital Europe: Pushing the frontier, capturing the benefits

This raises the question of why some sectors digitised earlier, and more intensely, than others and have remained at the digital frontier over time. Several factors, such as operational complexity, knowledge and skill content, and the threat of competition, play a role.26 One of the most striking factors is the share of large firms in a sector, because there are large gaps between the digital capabilities of large and small companies (Exhibit 12). Large firms, often dealing with several establishments, long supply chains, and more complex operations, tend to be more digitised than smaller firms. The extent to which large firms dominate a sector influences how the sector ranks in the Industry Digitisation Index. For instance, despite the fact that large retailers digitised early and have continued to stay at the forefront of digitisation, the retail sector ranks relatively low on the index because a long tail of small firms drags down the overall digitisation of the sector. This trend applies in the United States as well; large retailers are three times as likely as small ones to use digital payments. In less digitised sectors, the gap is even larger; in construction and health care, for instance, large US firms are eight to ten times as likely as small firms to use digital payments.

26 The threat of competition can be due to exposure to global trade, deregulation, or other external factors. Actual competitive churn, measured by the rate of firm entry and exit in a sector, tends to be less correlated than the implied threat of competition. For a more detailed discussion of these factors, see Digital America: A tale of the haves and have-mores, McKinsey Global Institute, December 2015.

20-30%of global IoT and big data revenues captured by large European firms

Exhibit 12

SOURCE: Digital Agenda Scoreboard Dataset, European Union; McKinsey Global Institute analysis

Within Europe, small and medium-sized enterprises lag behind large firms in digital adoption

1 Enterprises using any computer network for sales (at least 1%).2 Enterprises using any computer network for purchases (at least 1%).3 Excluding companies with less than 10 employees.

%

18

22

15

6

33

2724

13

46

3738

24

Smallenterprises

Largeenterprises

Medium-sizedenterprises

Enterprises selling online1

EU-28, 2015

Turnover from e-commerceEU-28, 2015

Enterprises using Customer Relationship Management (CRM) softwareEU-28, 2015

Enterprises purchasing online2

EU-28 average, 2015

#NATIONWIDE EXPANSION OF GIGABIT- CAPABLE DIGITAL INFRASTRUCTURE➤ Advancement of network expansion via the

demand-side (Gigabit Voucher)- small and medium s ize enterpr i ses , important institutions (schools, doctor’s practices, administration etc.) in rural and structurally underdeveloped areas

➤ Securing of government funding at a high level (Future Investment Fund for Digitalisation)

➤ Establishment of municipal centres for infrastructure-relevant digitalisation issues

➤ Provision of greater investment incentive in sector specific regulation

➤ Creation of legal certainty for the spread of WiFi hotspots

#SECURE A DEMOCRATIC DIGITAL CULTURE AND STRENGTHEN THE INSTITUTIONAL STRUCTURES

➤ Strengthening of basic rights in the internet

➤ Elimination of legal vacuums in the internet

➤ Introduction of clear identification procedures must be examined

➤ Requirement that internet platforms must introduce a standard complaints management system throughout Europe

➤ Establishment of a digital agency

➤ Prevention of the fragmentation of ministerial competence in analogue and digital areas

➤ Digital Education

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EINLEITUNG

Abbildung 9: Digitale Governance in der 18. Legislaturperiode (Quelle: Parsons, u.a. 2016)

InitiativeIntelligente

Vernetz.

Bundes-kartellamt

Netz-agentur

NationalerIT-Gipfel

BMJV(SPD)

BMAS(SPD)

BfDI(CDU)ADA

BSI

BMI(CDU)

BMBF(CDU)

BMVI(CSU)

DG Connect

BMWi(SPD)

DigitaleAgenda

Kommissariatfür Wettbewerb

Kommissariatfür den Digitalen

Binnenmarkt

BMWi Bundesministerium für Wirtschaft und EnergieBMVI BM für Verkehr und digitale InfrastrukturBMI BM des InnernBMAS BM für Arbeit und SozialesBMJV BM für Justiz und Verbraucherschutz

BMBF BM für Bildung und ForschungBfDI Bundesbeauftragte für Datenschutz und InformationssicherheitADA Ausschuss Digitale AgendaBSI Bundesamt für Sicherheit in der InformationstechnikDG Connect Generaldirektion Kommunikationsnetze, Inhalte und Technologien

Kommissariatfür Digitale

Wirtschaft undGesellschaft

(CDU)

Digital-agentur

EU

Deutschland

Direkter Einfluss

Indirekter Eifluss

Deutschland erhält eine Smart Region-Strategie, klare Zuständigkeiten und eine effektive Koordination.

DIGITAL STRATEGY 20251. Expand a Gigabit fiber optic network for Germany by 2025

2. Initiate a new period of founding: Support start-ups and promote cooperation between young and established companies

3. Create a regulatory framework for more investment and innovation

4. Promote "intelligent networking" in central infrastructure sectors of our economy

5. Strengthen data security and develop data sovereignty

6. Enable new business models for SMEs, crafts and services

7. Modernize the production site Germany with Industry 4.0

8. Bringing research, development and innovation to the cutting edge of digital technologies

9. Realize digital education in all phases of life

10.Create a digital agency as a modern competence center

NEW WORLD: ARTIFICIAL INTELLIGENCE

THANK YOU

mail@mario-voigt.com

@mariovoigt

@DrMarioVoigt

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