research report - tmcnet€¦ · important to future business success, despite a diversity of...
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Research Report February 2012
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Smart.Digital.Connected | 2012 Research Report 1
Contents
Introduction 03
Executive Summary 05
Section One: Strong business intent 06
Attitudes and value perceptions 08
Preparedness and planning for the future 11
Broadband: A key digital driver 14
Section Two: Beyond the CIO – 16
Digital opportunity a strategic
business imperative
Contact and more information 21
This report was commissioned by Alcatel-Lucent Australia.
Download at www.alcatel-lucent.com/smartdigitalconnected
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Smart.Digital.Connected | 2012 Research Report 2
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Smart.Digital.Connected | 2012 Research Report 3
Introduction
As our research shows, it is also reflected by a business community that is actively considering how to further extend the productivity and growth benefits provided by digital technologies.
Smart.Digital.Connected provides
a benchmark for how Australian
organisations participate today and
how they are preparing to engage
in the future digital economy,
harnessing emerging communications
tools. It highlights the broad influence
of digital technologies across the
business and makes a strong case
that digital strategy become a
priority at the very highest levels of
executive responsibility and strategy.
Indeed, three quarters of businesses
already acknowledge significant
productivity and efficiency gains
and more than six in ten cite
digital participation as a driver
for profitability and growth. They
highlight digital influence across a
broad spectrum of business elements
and acknowledge strong demand for
them to innovate as customers and
markets evolve.
Crucially, more than nine out of ten
respondents believe participation in
the digital economy is a foundation
for ongoing business strategy. They
acknowledge digital disruption and
anticipate continued business model
transformation, driven by digital
activity, across key elements of
their organisations.
Businesses surveyed for Smart.
Digital.Connected highlighted
communications technology,
including high-speed broadband,
as a key enabler for their digital
futures. Respondents overwhelmingly
anticipate investments in the
National Broadband Network and
next generation mobile networks
to help them increase their digital
economy activity.
Alcatel-Lucent has been at the heart
of Australia’s communications sector
for more than 100 years, supporting
our customers with innovation,
infrastructure and services to
help them enable the future of
business. Just as the first telephones
transformed the way businesses
operated in the early 20th century,
today’s technologies are reshaping
the way we work, interact and the
way organisations will conduct
themselves in the future.
Smart businesses are leading the
charge and already reaping the
rewards. But clearly some businesses
are less sophisticated and face
challenges to improve their ability
to participate on a digital basis.
As our research shows, these
challenges, or resource gaps,
are many and varied. However,
businesses expect strong
leadership, strategic vision, skills
development and broadband
improvements will help them
negotiate a future path. They
identify telecommunications service
providers as logical advisors and
supporters in this regard.
Smart.Digital.Connected speaks
of business participating in a
digital economy, but in reality it
offers a snapshot of business today.
Our research shows we shouldn’t
view digital participation as a
sub-set of a business model or a
novel corner of the broader
economy. Digital participation is
part and parcel of business,
intrinsic to the world. It is up to
us all to plan, to innovate and to
seize the opportunities.
Australia’s digital future is high on the national agenda. This is reflected in significant investments being made in future digital infrastructure, public and private. It is reflected in a national target to become a leading digital economy by 2020.
Sean O’HalloranPresident and Managing Director
Alcatel-Lucent Australia
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Smart.Digital.Connected | 2012 Research Report 4
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Smart.Digital.Connected | 2012 Research Report 5
On behalf of Alcatel-Lucent Australia, Nielsen surveyed 275 medium (20-200 staff) to large organisations (200 staff and greater) from a range of sectors including retail, manufacturing, transport/logistics, property, finance and government.
The report reveals a strong acknowledgement of business benefit, including productivity gains and positive growth. It highlights a near unanimous view that active digital economy participation is important to future business success, despite a diversity of adoption, planning and sophistication across the business community.
Businesses see national broadband infrastructure as a key digital enabler and believe their executive and board leadership should more seriously consider how to maximise the benefits.
Several key insights emerged:
• 93% of organisations believe that participation in the digital economy is important to their ongoing business strategy.
• 76% believe that digital participation has already been positive for their productivity and efficiency, while 65% say it boosts profitability and growth.
• Almost a quarter of businesses consider themselves ‘enthusiastic leaders’ in the digital economy, while 69% say they are prepared to benefit in the future.
• The vast majority of businesses are already broadband-enabled, but three quarters of respondents recognise emerging national broadband infrastructure, incorporating the National Broadband Network and
future mobile networks, as an essential driver for future digital participation.
• An overwhelming 80% of respondents believe that business digital economy participation should be integrated into executive and board all-of-business strategic planning.
• The majority of respondents (62%) outlined customer demand and expectation as primary factors encouraging their participation in the digital economy.
• Digital economy participation is changing business operating models, with greatest influence on customer relationship management (54%), followed by cost management and scalability (36%).
• Almost 80% agreed that telecommunications service providers are valued advisors for the creation of their future digital business models, highlighting an emerging opportunity for networked service development and delivery.
• Affordability and accessibility of digital services, including high-speed broadband, is an important element to enabling future digital participation.
• Different organisations are at different stages of digital investment and sophistication, but there is a positive common denominator of intent.
• Taken as a whole, the research shows that Australian organisations understand the importance and opportunity presented by digital economy participation but must continue to innovate in order to extract its full potential.
Executive Summary
Smart.Digital.Connected investigates how Australian organisations participate and benefit in the digital economy, and how they are preparing to engage in the future.
Taken as a whole, the research shows that Australian organisations understand the importance of the digital economy but must continue to innovate in order to extract its full potential.
93%Of Australian businesses believe
that participation in the digital
economy is important to their
ongoing business strategy.
75%Say national broadband infrastructure
will increase their ability to engage
in the digital economy.
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Smart.Digital.Connected | 2012 Research Report 6
Section One
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Smart.Digital.Connected | 2012 Research Report 7
Strong business intent
The proliferation of digital tools supported by
high-speed broadband has already triggered
a significant shift in the way Australian
businesses operate.
Businesses broadly acknowledge that they
participate in a digital economy today. They
are receiving positive benefits across a broad
cross-section of their enterprise, boosting
productivity and profit. As a result, they place
a high importance on future digital participation
and the integration of digital activity in ongoing
business strategy.
But businesses are at different levels of
sophistication and at different stages of
planning for new investment in a digital
economy. Further, most businesses take a
pragmatic or technology-led approach to
digital adoption, suggesting that digital tools
are currently perceived as tactical agents
rather than part of a strategic business fabric.
Despite these discrepancies, businesses are
highly confident in their readiness to
capitalise, a positive indicator of intent and
motivation to build on existing productivity
and profit benefits.
Almost one quarter of businesses are ‘enthusiastic leaders’ innovating to accelerate disruptive digital gains.
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Smart.Digital.Connected | 2012 Research Report 8
Attitudes and value perceptions
Almost a quarter of Australian businesses view themselves as enthusiastic leaders in a digital economy. As a result, they are arguably more aggressive and innovative in their approach to business model or industry disruption. However a larger proportion takes a pragmatic or technology-led approach, suggesting that digital tools are seen as a natural complement or enhancement to the normal business evolution.
Figure 1: Business motivation: How would you characterise your attitude to digital economy participation?
23%33%
8%6%
Enthusiastic leader
Technology-led
Pragmatic
Reluctant follower
Cannot say/unsure
30%
Enthusiastic leader: embraces technology changes eagerly
Technology-led: invests as technology evolves and improves
Pragmatic: feels that it is necessary to participate to be competitive
Reluctant follower: hesitant participant in technology evolution
76%65%23%Say participation in the digital
economy has provided a positive
impact for business productivity
and efficiency.
See digital economy participation
as a positive force for business
profitability and growth.
Characterise themselves as
enthusiastic leaders in the
digital economy.
7%Cannot say/unsure
41%Slightly positive
Businesses face common everyday realities and it is clear that participation in a digital economy results in substantial benefits for important success indicators.
Two-thirds of organisations believe their digital activities have made a positive impact on profitability and growth, generating benefits in areas such as customer relationships, staff development and access to new markets.
Figure 2: Business benefit: How has participation in the digital economy impacted on your business profitability and growth?
1%
24%Extremely positive
27%Neutral
Slightly negative
0%Very negative
Productivity is a key business and broader economic concern, and an area where the vast majority of businesses see their digital economy activity generating significant value.
76% of Australian businesses believe participation in a digital economy has benefited their productivity and efficiency, with benefits in areas like fast access to information, remote working and better communications.
Figure 3: Business benefit: How has participation in the digital economy impacted on your business productivity and efficiency?
17%
35%Extremely positive
Neutral
2%Slightly negative
0%Very negative
Slightly positive 41%
5%Cannot say/unsure
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Smart.Digital.Connected | 2012 Research Report 9
Medium sized businesses are more motivated than large businesses to accelerate disruptive gains from digital economy participation.
24% of medium businesses (20-200 employees) identified themselves as enthusiastic leaders in a digital economy, compared to 15% of large businesses (more than 200 employees). Slightly more medium businesses also class themselves as technology-led, investing in digital tools as they evolve and improve.
Meanwhile, a more substantial proportion of large businesses (39%) identified themselves as pragmatic when it comes to digital economy participation, suggesting a needs-based or practical approach to investment and reflecting the organisational challenges of bigger enterprises.
Medium business motivated for gain, large business more practical
Enthusiastic leader: embraces technology changes eagerly
Technology-led: invests as technology evolves and improves
Pragmatic: feels that it is necessary to participate to be competitive
Reluctant follower: hesitant participant in technology evolution
Medium (n=155)
Large (n=120)
En
thu
sias
tic
lead
er
Tech
no
logy
-led
Pra
gmat
ic
Rel
uct
ant
follo
wer
Can
no
t sa
y/u
nsu
re
24%
15%
29%
39%
33%
29%
8% 8% 6% 9%
Figure 5: Business motivation: different drivers for different sized organisations.
93% of Australian businesses believe that digital economy participation is important to ongoing business strategy.
This reflects the positive business influence of digital tools across a broad cross-section of the enterprise, and a dominant view that executives and boards should more seriously consider how to maximise benefits by integrating digital decisions into strategic, all-of-business planning (see Figure 16).
Figure 4: Strategic importance: How do you rate digital economy participation for ongoing business strategy?
36%
22%4%3%
Very important
Quite important
Somewhat important
Not at all important
Cannot say/unsure
35%
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Smart.Digital.Connected | 2012 Research Report 10
45%
Figure 6: Participation Barometer: How application and service take-up denotes engagement.
16%
42%
32%
65%
36%
32%
54%
32%
52%
47%
88%
18%
46%
16%
40%
70%
33%
36%
71%
17%
80%
Cloud-based software and applications
Energy monitoring and control
Product monitoring and/or tracking
Intranet
Virtual office/tele-working
External hosting
Asset monitoring and/or tracking
Mobile email
Social networking
Digital product research and distribution
36%Virtual Private Network
Online sales
Mobile internet
Broadband access
Videoconferencing
48%Customised software
Digital marketing and advertising
Accounting and financial management software
Mobile applications
Central file storage
Online file and document sharing
Teleconferencing
7%Field force management applications
More sophisticated applications
Less sophisticated applications
Businesses clearly see value in a digital economy and are confidently motivated to increase their participation in the future. However there are discrepancies in their current levels of sophistication and planning.
One measure of participation is the extent to which businesses are adopting more complex applications and services. An enthusiastic leader investing in more sophisticated tools is theoretically more engaged in a digital economy and enjoying the benefits.
In reality, all businesses are at different stages on a continuum of digital economy participation. Applications that were once leading edge, such as email, are now considered basic and commonplace. Applications that are today leading edge and adopted by a minority may tomorrow also become the norm.
The question is not just what new tools will emerge, but how the functionality of existing applications might merge into others? How could video conferencing, for example, evolve with speech and gesture recognition to deliver higher levels of productivity? How might cloud applications become more relevant and valuable by utilising the strengths and attributes of carrier telecommunications infrastructure?
Our ranking of sophistication reflects both the complexity and potential influence of a digital business tool. Coupled with adoption data, this is a valuable gauge of how Australian business is evolving its participation in a digital economy.
Respondents were invited to select multiple options.
Online product sourcing
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Smart.Digital.Connected | 2012 Research Report 11
Preparedness and planning
80%Say digital economy participation
needs executive and board
strategic planning focus.
69%Identify themselves as very or
quite prepared to benefit in the
developing digital economy.
Figure 7: Business tools: What services and applications are you using today?
80%
88%
70%65%
Broadband access
Mobile email
Accounting and financial management software
Mobile internet
54%52%
47%
42%
48%
45%46%
40%
Intranet
Online file and document sharing
Teleconferencing
Mobile applications
Customised software
Online product sourcing
Central file storage
Digital marketing and advertising
71%
The most common digital economy business applications currently are communications-related. 88% of businesses are using email, not surprising given its relative long heritage. 71% of businesses use mobile email.
80% of Australian businesses are broadband-enabled and this rises to 87% of large organisations.
The popularity of communications-related applications such as email and broadband reflects the way businesses are benefiting from easy access to information, improved data flows and managing multiple locations (see Figure 11).
Respondents were invited to select multiple options.
Australian businesses have strong confidence in their readiness to benefit in a future digital economy, reflecting an overwhelming consensus on the importance of digital tools to ongoing business strategy (see Figure 4).
The great majority of organisations, 69%, identify themselves as very or quite prepared to benefit in the developing digital economy. Not surprisingly, enthusiastic leaders are more prepared than others.
Despite their readiness, businesses noted a range of factors that would boost their ability to participate, including better broadband, executive and board leadership and improved technical skills (see Figure 17).
Figure 8: Readiness: How prepared is your business to benefit in the future digital economy?
11%
22%4%5%
Very prepared
Quite prepared
Not very prepared
Not at all prepared
Cannot say/unsure
58%
72%Of businesses place a high value
on fast internet access.
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Smart.Digital.Connected | 2012 Research Report 12
While identifying a range of resources that could improve the ability of their business to boost participation (see Figure 17), respondents agreed that telco service providers could be key facilitators or advisors for digital growth. Service providers are core suppliers for most organisations and they stand to benefit from an emerging market opportunity enabled by the services they provide.
Service providers can become trusted advisors, leading and educating businesses towards new strategies and utilisation of emerging applications.
Further, service providers can ensure their networks are the key enablers of e-business and e-commerce applications and services. They can establish a strategic position in the application development ecosystem that will deliver innovative, user-centric enterprise and consumer applications. And they can explore unique opportunities to provide simpler, faster, and easier applications and services for more users in more places over a networked cloud that offers higher performance, more reliability and security.
Figure 10: Valued advice: How would you consider future business model consultancy from your telco service provider?
15%
34%12%
10%
Very interested
Quite interested
Somewhat interested
Not at all interested
Cannot say/unsure
29%
Cannot say/unsure
17%
17%29%
2%7%
Implementing a plan
Developing a plan
Intending to plan
Continuous change for business needs
No plan for change
29%
While they say they are ready, only one fifth of organisations are currently implementing a specific digital economy participation plan. 29% have a plan in development while another 29% intend to address digital economy participation in the context of regular business evolution.
These results reflect the pragmatic and technology-led approach most businesses are taking to digital economy participation. It suggests businesses are comfortable with their position in the continuum of participation (see Figure 6), despite overwhelming acknowledgement about the importance of digital participation to ongoing business strategy (see Figure 4).
Figure 9: Modes of preparation: How is your business planning for future digital economy participation?
80%Are interested in digital business
model consultation from their
telco service provider.
60%Say easy and immediate access
to information is the biggest
productivity driver.
63%Are intending, developing or
already implementing a plan to
increase digital participation.
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Smart.Digital.Connected | 2012 Research Report 13
46%
46%
Figure 11: High-value participation: What attributes of digital engagement will most boost productivity and efficiency?
57%
30%
60%
31%
55%
28%
55%
28%
47%
22%
51%
25%
46%
20%
33%
18%
45%
18%
33%
13%
Improved information flow and communication
Flexible work hours
Easy and immediate access to information
Access to new product opportunities
Improved communications across multiple locations
Ability to evolve business strategy
Improved staff development and training
Process automation
Improved customer service and relationships
More efficient distribution of product and services
Improved workflow management systems
Better control of energy use
Access to new customers and markets
Access to Cloud Computing applications
More flexible and simple procurement and sales
Access to broader, more diverse work force
Convenience of remote working
More targeted service planning
Access to emerging technologies and processes
Access to new partners
Reduced business travel
Access to international investment
56%
29%24%
34%
50%
49%
45%
39%
45%
28%
39%
29%
28%
29%
22%
19%
16%
16%
19%
9%
42%
24%
Digital economy participation is delivering real business value, contributing positively to profitability/growth and productivity/efficiency. Our results highlight the broad scope of attributes contributing to those benefits.
In many ways, digital tools help businesses to innovate and become better at what they already do. But the broad scope of digital influence, combined with consensus on the value of a strategic approach to increased future participation, suggests that organisations will also harness digital tools to transform their business models, innovate in the way they operate and approach their market.
Respondents were invited to select multiple options.
Productivity/Efficiency
Profitability/Growth
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Smart.Digital.Connected | 2012 Research Report 14
Broadband: A Key Digital Driver
The majority of businesses recognise that broadband is a common denominator and key enabler for their participation in the digital economy.
Businesses place a high value on broadband.As a digital business tool, broadband ranks second only to email in popularity. More importantly, businesses
understand the importance of broadband as an enabler, as a support platform for other digital services and
applications. Businesses strongly believe that improvements to broadband speed, affordability and accessibility will
boost their ability to participate in the digital economy.
Businesses report a diverse range of requirements for a broadband service, including security and ease of operation,
highlighting strategic opportunities for carriers and service providers to differentiate in the market with targeted
services and applications.
While the vast majority of businesses are already broadband-enabled, three quarters of respondents recognise
emerging national broadband infrastructure, incorporating the National Broadband Network and future mobile
networks, will further increase their ability to participate in the future digital economy.
80%of Australian businesses are broadband-enabled. This rises to 87% of large organisations and all respondents reported a direct business benefit. 75% of businesses say the National Broadband Network and next generation mobile networks will help boost their digital engagement.
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Smart.Digital.Connected | 2012 Research Report 15
Businesses want to increase digital economy participation but face resource gaps that could hinder progress (see Figure 17). These gaps include broadband, and Australian businesses have highlighted the need for faster, more affordable and more accessible services. Almost half of all businesses say faster broadband is essential to boost their digital economy participation.
Respondents were invited to select multiple options.
Figure 12: Broadband boost: What does a better broadband service look like?
49%
45%34%
Faster
More affordable
More widely accessible
Businesses have a diverse set of requirements for broadband services to meet their digital economy needs. Reliability is the key consideration followed by high-speed and affordability. The value placed on these attributes, as well as quality of service, security, flexibility and convenience, highlight opportunities for service providers to build product offerings that meet business needs.
Respondents were invited to select multiple options
Figure 14: Utility features: What do you value in a broadband service?
72%
35%
76%
37%
67%
33%
59%
29%
52%58%
25%
47%
42%46%
39%
Fast internet access
Choice of service quality
Reliability of service
Ease of deployment
Affordability
Quality of service
Energy efficiency
Ease of operation
Bundled applications and features
Anytime availability
Support for multiple users
Support for multiple services and applications
Secure for sensitive data
Choice of multiple service provider
Flexibility to upgrade/change services
Symmetrical bandwidth for High Definition two-way communications
67%
Australia is investing strongly in its national broadband infrastructure, including the National Broadband Network and next generation mobile networks. Businesses see these investments as essential drivers for future digital economy participation. 75% of businesses expect their digital economy activity to increase as a result of national broadband infrastructure improvements.
Figure 13: Network driver: How will national broadband infrastructure boost your digital economy participation?
39%Increase a little
36%Increase a lot
13%Make no difference
12%Cannot say/unsure
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Smart.Digital.Connected | 2012 Research Report 16
Section Two
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Smart.Digital.Connected | 2012 Research Report 17
Beyond the CIO – Digital opportunity a strategic business imperative
The role of the CIO has been empowered. Digital
technology has broken from the realm of IT and is
licensed to impact across all areas of business.
Digital activity is benefiting multiple layers of
business and driving change in all key areas of the
business model. Customers are demanding change,
and service availability is stimulating innovation.
With the benefits clear, executive and board
leadership is seen as a key driver for digital
economy participation. Further, the things that
digital activity influences are the things that
executive and board care about – productivity,
profit, markets, growth, cost and efficiency.
A more vibrant digital economy requires
Australian business leaders to be more strategic
in how they leverage innovative digital tools.
The vast majority of businesses see digital
economy participation as a natural and essential
component across business strategy and
therefore a critical consideration for the most
senior levels of management.
Four out of five respondents believe digital economy is an essential strategic agenda item for executive management and board directors.
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Smart.Digital.Connected | 2012 Research Report 18
Digital activities are delivering real benefits across a broad spectrum of business functions. 80% of respondents believe these activities should no longer be considered in isolation and must be integrated by executive management and board directors into strategic all-of-business planning. Almost half see executive and board leadership as an essential driver for digital economy participation (see Figure 18).
Figure 16: Leadership: Executive and board should factor digital economy participation across business strategy planning.
41%
12%
3%2%3%
Agree strongly
Agree somewhat
Neither agree or disagree
Disagree somewhat
Disagree strongly
Cannot say/unsure
39%
62%Highlight customer demand
as the key driver for digital
economy investment.
46%Believe HR and training to become
more active digital participants.
56%Of business expect better
multi-site communications to
drive productivity.
Organisations expect digital economy participation to increase across a broad cross-section of business functions. Results further emphasise the increasing relevance of communications to business performance and the opportunity for executive and board to integrate digital economy into strategic business planning.
Respondents were invited to select multiple options.
Figure 15: Whole of business: What parts of your enterprise will become more active participants in the digital economy.
60%
44%
25%
55%
43%
20%
27%
17%
46%
29%
15%
Communications
Customer Relations
Innovation/R&D
Operations
Sales, Marketing and Product Management
Procurement
Information and Communications Technology
Regulatory and Government (taxation, registration, compliance etc)
Production and Manufacturing
Human Resources and Training
25%Executive and Board
Supply Chain/Distribution
Finance
Asset Management
Partner Network
57%
44%
22%
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Smart.Digital.Connected | 2012 Research Report 19
Figure 18: Motivating factors: what are the business drivers for digital economy participation?
Customer demand is the primary driver for business to invest in their digital future. Executive and board leadership, business performance drivers and creative employees are also important. Businesses also identify a range of motivating factors relating to the accessibility and affordability of services, including web development and broadband, highlighting the importance of national broadband infrastructure (see Figure 13).
Respondents were invited to select multiple options.
62%
45%
30%
50%
36%
17%
47%
33%
15%
46%
32%
46%
30%
Customer demands and expectations
Accessibility of digital technologies and services
Moving to new equipment/systems
Revenue and profit growth
New business opportunities
Affordability of digital technologies and services
Affordability of telecommunications (broadband)
Supply chain pressure or innovation
Accessibility of telecommunications services (broadband)
Employee demands and expectations
Employee initiative
Partner strategy
Vision and leadership from Executive and Board
Structural change in industry
Competitor strategy
Shortage of skills/manpower
53%
38%
23%
Figure 17: Resource gaps: What would improve the ability of your business to participate in the digital economy?
Businesses have clearly indicated an intent and a range of motivating factors to boost digital economy participation. However, they also acknowledge resource gaps that could hinder progress. These gaps include skills and time as well as strategic buy-in from executive management. Significantly, businesses are also calling for faster and more affordable broadband to enable growth.
Respondents were invited to select multiple options.
53%
24%
49%
33%
15%
45%
31%
13%
43%36%
25%
Improved technical skills
More time and resources
Faster broadband
More accessible consultancy and advice
More affordable broadband
More widely accessible broadband
Board director prioritisation
Greater executive awareness
Executive prioritisation
Finance availability
Younger workforce
Digital focus for strategic business planning
Greater board director awareness
Stronger innovation culture
50%
34%
17%
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Smart.Digital.Connected | 2012 Research Report 20
Reflecting broad recognition that they are already participants and beneficiaries in a digital economy, organisations also acknowledge evolution in their business models. Respondents reported change across a broad spectrum of business model components, further emphasising digital considerations for business strategy.
Respondents were invited to select multiple options.
Figure 19: Current state: How has digital economy participation already changed your business model?
Managing and developing customer relationships 54%
36%36%
33%31%30%30%
28%26%
15%
Product range
Asset management (physical, energy, IP, people etc)
Distribution
Cost structure
Managing and developing business partnerships
Value proposition
Revenue sources
Target markets
None of these
Organisations predict even more business model innovation as a result of increased digital economy participation. Significantly, they expect a greater digital influence on the way they manage cost structure and scale, and the products and services they put to market, suggesting opportunities to innovate for both efficiency and growth.
Respondents were invited to select multiple options.
Figure 20: Future state: How will digital economy participation change your future business model?
37%
41%
41%42%
35%
36%26%
7%
54%
49%
Managing and developing customer relationships
Product range
Asset management (physical, energy, IP, people etc)
Distribution
Cost structure
Managing and developing business partnerships
Value proposition
Revenue sources
Target markets
None of these
54%53%Expect customer relations
transformation to continue in a
digital economy.
Believe improved technical
skills will benefit their digital
economy participation.
46%Say executive and board leadership
is a key digital motivator.
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Smart.Digital.Connected | 2012 Research Report 21
Alcatel-Lucent Australia
Active in Australia for 115 years, Alcatel-Lucent is a global leader in mobile, fixed, IP and optics technologies, and a pioneer in applications and services.
In Australia, we are a trusted partner of major telecommunications companies including Telstra, Nextgen Networks, Vodafone and Optus, as well as NBN Co, a number of service and utility providers, government, enterprises and resources businesses.
Alcatel-Lucent takes a leading role describing the future digital environment supported by telecommunications networks and invests strongly in Australian skills training, education, innovation and R&D.
Alcatel-Lucent Australia is a founding partner in the Institute for a Broadband-Enabled Society (IBES) and in partnership with the University of Melbourne, the Victorian State Government and Bell Labs, we have invested in the Centre for Energy Efficient Telecommunications (CEET).
For over a decade, Alcatel-Lucent has also worked closely with the University of Technology Sydney (UTS) on research and training and has opened a state-of-the-art technical facility at the UTS Blackfriars campus supporting postgraduate students completing a Masters of Engineering Studies in Telecommunication Networks.
Alcatel-Lucent also operates skills training facilities in Melbourne and Sydney, providing training for our customers and partners.
www.alcatel-lucent.com
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For more information, please contact:
Tim Marshall
External Affairs Director Alcatel-Lucent Australia
+61 3 9664 3722 [email protected]
Download at www.alcatel-lucent.com/smartdigitalconnected
AT THE SPEED OF IDEAS