The New Digital Revolution | Are Organisations in the UK Ready?
Dr. Evangelo Damigos; PhD | Head of Digital Futures Research Desk
- Competitive Differentiation
- Sustainable Growth and Tech Trends
Publication | Update: Sep 2020
Organisations in the UK have work to do if they want to keep up with digital-native competitors. That’s according to early results from the National Digital Benchmark survey, created alongside Management Consultancy PA Consulting Group and award-winning speaker and author Professor Venkat Venkatraman.
The interim results from the survey, which several hundred senior executives have responded to so far, suggest that digital transformation is slow within UK organisations, however awareness of a need to evolve and embrace digital is increasing.
Key early findings include:
- 49% agreed that their organisation understood the significance of digital disruption but don’t have the organisational commitment to transform proactively.
- 52% believe that “we over-invest in ‘what we are good at today’ and under-invest in ‘what we should be good at tomorrow’.
- 43% disagree that “our leadership team has been recalibrated so that they now possess digital skills and competencies” versus the 33% that agreed
- 61% are “increasing our focus on competitor intel around digital transformation”
- 61% are “experiencing new digital competition from our traditional competitors”
- Just 31% agreed that “our workforce and culture are adapted for the digital age”
- 49% disagreed that “our HR department has reframed the type of talent we need for our digital future.”
- 50% of executives feel “unconstrained by conventional industry boundaries”
Overview from Professor Venkat Venkatraman
At first glance there appears to be a general acceptance of the significance of digital transformation. An acknowledgment that a digital future is inevitable and few if any organisations are immune from its impact. Organisations and their leaders cannot afford to stand still or rest on past accomplishments. They must move, adapt, transform, survive and conquer. There is growing recognition that new technologies such as data analytics should influence decision making but that the relevant analytical skills are still to be mastered. And, that the digital transformation will profoundly impact job numbers, career and talent management, and the make-up of the workforce.
There is awareness that new organisations are transforming the competitive landscape; that in some cases, over half of existing revenues are potentially at risk. Some leaders are beginning to appreciate the importance of digital business experimentation. Some have established digital innovation labs, others have protected teams, some focus on customer journeys, while others foster grassroots innovation. Executives recognise the importance of finding your place in the value ecosystem and the need to engage in partnerships with companies that may have superior digital competencies. As every industry digitises, traditional companies and digital companies will cooperate to co-create future business models.
On closer inspection, though, an understanding of the significance of digital transformation is not uniform. Nor, perhaps, should we expect all organisations in the UK to be on a fast-track to digital reinvention. Indeed, although, as yet, there is insufficient data for a definitive diagnosis, the interviews and initial results from the survey allow a cautious separation of UK organisations into two distinct camps.
One set of organisations, see digital as a strategic enabler across their different operational elements while the other set—see digital as an add-on. The first group has leaders that recognise the urgency of recalibrating their workforce and leadership team to reflect the requisite digital competences required, while the other group—in our view, mistakenly—believes that they have the luxury of time to prepare for this digital paradigm shifts.
All organisations should be asking “Which group are we in?” Do you belong to an organisation that is willing to reimagine its business purpose in the digital future, as if you were starting over with a blank sheet of paper and redesigning the organisation with digital technology at its core? Or are you in an organisation that is content to focus on strategies that delivered success in the past, unwilling to face up to the extent of disruption a digital future demands?
Dealing with digital invariably involves profound changes, to culture, to strategy, to operations. It is not just delegating responsibility to a digital expert – even if they go by the title of CDO. And it is not something that can be postponed just because the Board is not composed of digital natives.
If there was one message that should be emphasized, that emerged from the conversations with leaders about digital transformation, it is this: the time to move from recognition to response, the time to take action, is not next week, or next month, or next quarter – it is now.
This briefing is part of a larger initiative to create a National Digital Benchmark, an initiative prompted by the ongoing digital revolution that is radically reshaping the business environment. The survey is designed to measure the speed of digital transformation in the UK. If you would like to compare your business against the industry norm and best in class, you can access the survey here.
Objectives and Study Scope
This study has assimilated knowledge and insight from business and subject-matter experts, and from a broad spectrum of market initiatives. Building on this research, the objectives of this market research report is to provide actionable intelligence on opportunities alongside the market size of various segments, as well as fact-based information on key factors influencing the market- growth drivers, industry-specific challenges and other critical issues in terms of detailed analysis and impact.
The report in its entirety provides a comprehensive overview of the current global condition, as well as notable opportunities and challenges.
The analysis reflects market size, latest trends, growth drivers, threats, opportunities, as well as key market segments. The study addresses market dynamics in several geographic segments along with market analysis for the current market environment and future scenario over the forecast period.
The report also segments the market into various categories based on the product, end user, application, type, and region.
The report also studies various growth drivers and restraints impacting the market, plus a comprehensive market and vendor landscape in addition to a SWOT analysis of the key players. This analysis also examines the competitive landscape within each market. Market factors are assessed by examining barriers to entry and market opportunities. Strategies adopted by key players including recent developments, new product launches, merger and acquisitions, and other insightful updates are provided.
Research Process & Methodology
We leverage extensive primary research, our contact database, knowledge of companies and industry relationships, patent and academic journal searches, and Institutes and University associate links to frame a strong visibility in the markets and technologies we cover.
We draw on available data sources and methods to profile developments. We use computerised data mining methods and analytical techniques, including cluster and regression modelling, to identify patterns from publicly available online information on enterprise web sites.
Historical, qualitative and quantitative information is obtained principally from confidential and proprietary sources, professional network, annual reports, investor relationship presentations, and expert interviews, about key factors, such as recent trends in industry performance and identify factors underlying those trends - drivers, restraints, opportunities, and challenges influencing the growth of the market, for both, the supply and demand sides.
In addition to our own desk research, various secondary sources, such as Hoovers, Dun & Bradstreet, Bloomberg BusinessWeek, Statista, are referred to identify key players in the industry, supply chain and market size, percentage shares, splits, and breakdowns into segments and subsegments with respect to individual growth trends, prospects, and contribution to the total market.
Research Portfolio Sources:
Global Business Reviews, Research Papers, Commentary & Strategy Reports
M&A and Risk Management | Regulation
The future outlook “forecast” is based on a set of statistical methods such as regression analysis, industry specific drivers as well as analyst evaluations, as well as analysis of the trends that influence economic outcomes and business decision making.
The Global Economic Model is covering the political environment, the macroeconomic environment, market opportunities, policy towards free enterprise and competition, policy towards foreign investment, foreign trade and exchange controls, taxes, financing, the labour market and infrastructure. We aim update our market forecast to include the latest market developments and trends.
Review of independent forecasts for the main macroeconomic variables by the following organizations provide a holistic overview of the range of alternative opinions:
As a result, the reported forecasts derive from different forecasters and may not represent the view of any one forecaster over the whole of the forecast period. These projections provide an indication of what is, in our view most likely to happen, not what it will definitely happen.
Short- and medium-term forecasts are based on a “demand-side” forecasting framework, under the assumption that supply adjusts to meet demand either directly through changes in output or through the depletion of inventories.
Long-term projections rely on a supply-side framework, in which output is determined by the availability of labour and capital equipment and the growth in productivity.
Long-term growth prospects, are impacted by factors including the workforce capabilities, the openness of the economy to trade, the legal framework, fiscal policy, the degree of government regulation.
Direct contribution to GDP
The method for calculating the direct contribution of an industry to GDP, is to measure its ‘gross value added’ (GVA); that is, to calculate the difference between the industry’s total pretax revenue and its total boughtin costs (costs excluding wages and salaries).
Forecasts of GDP growth: GDP = CN+IN+GS+NEX
GDP growth estimates take into account:
All relevant markets are quantified utilizing revenue figures for the forecast period. The Compound Annual Growth Rate (CAGR) within each segment is used to measure growth and to extrapolate data when figures are not publicly available.
Our market segments reflect major categories and subcategories of the global market, followed by an analysis of statistical data covering national spending and international trade relations and patterns. Market values reflect revenues paid by the final customer / end user to vendors and service providers either directly or through distribution channels, excluding VAT. Local currencies are converted to USD using the yearly average exchange rates of local currencies to the USD for the respective year as provided by the IMF World Economic Outlook Database.
Industry Life Cycle Market Phase
Market phase is determined using factors in the Industry Life Cycle model. The adapted market phase definitions are as follows:
The Global Economic Model
The Global Economic Model brings together macroeconomic and sectoral forecasts for quantifying the key relationships.
The model is a hybrid statistical model that uses macroeconomic variables and inter-industry linkages to forecast sectoral output. The model is used to forecast not just output, but prices, wages, employment and investment. The principal variables driving the industry model are the components of final demand, which directly or indirectly determine the demand facing each industry. However, other macroeconomic assumptions — in particular exchange rates, as well as world commodity prices — also enter into the equation, as well as other industry specific factors that have been or are expected to impact.
Forecasts of GDP growth per capita based on these factors can then be combined with demographic projections to give forecasts for overall GDP growth.
Wherever possible, publicly available data from ofﬁcial sources are used for the latest available year. Qualitative indicators are normalised (on the basis of: Normalised x = (x - Min(x)) / (Max(x) - Min(x)) where Min(x) and Max(x) are, the lowest and highest values for any given indicator respectively) and then aggregated across categories to enable an overall comparison. The normalised value is then transformed into a positive number on a scale of 0 to 100. The weighting assigned to each indicator can be changed to reﬂect different assumptions about their relative importance.
The principal explanatory variable in each industry’s output equation is the Total Demand variable, encompassing exogenous macroeconomic assumptions, consumer spending and investment, and intermediate demand for goods and services by sectors of the economy for use as inputs in the production of their own goods and services.
Elasticity measures the response of one economic variable to a change in another economic variable, whether the good or service is demanded as an input into a final product or whether it is the final product, and provides insight into the proportional impact of different economic actions and policy decisions.
Demand elasticities measure the change in the quantity demanded of a particular good or service as a result of changes to other economic variables, such as its own price, the price of competing or complementary goods and services, income levels, taxes.
Demand elasticities can be influenced by several factors. Each of these factors, along with the specific characteristics of the product, will interact to determine its overall responsiveness of demand to changes in prices and incomes.
The individual characteristics of a good or service will have an impact, but there are also a number of general factors that will typically affect the sensitivity of demand, such as the availability of substitutes, whereby the elasticity is typically higher the greater the number of available substitutes, as consumers can easily switch between different products.
The degree of necessity. Luxury products and habit forming ones, typically have a higher elasticity.
Proportion of the budget consumed by the item. Products that consume a large portion of the consumer’s budget tend to have greater elasticity.
Elasticities tend to be greater over the long run because consumers have more time to adjust their behaviour.
Finally, if the product or service is an input into a final product then the price elasticity will depend on the price elasticity of the final product, its cost share in the production costs, and the availability of substitutes for that good or service.
Prices are also forecast using an input-output framework. Input costs have two components; labour costs are driven by wages, while intermediate costs are computed as an input-output weighted aggregate of input sectors’ prices. Employment is a function of output and real sectoral wages, that are forecast as a function of whole economy growth in wages. Investment is forecast as a function of output and aggregate level business investment.