The ability to effectively plan and execute on their digital strategies is a clear differentiator of local Digital High Performers. It demonstrates a clear intent and outcomes-driven approach to realising value from their digital investment. Digital High Performers have a clearly articulated digital strategy versus only 57 percent of Everyone Else locally. Over and above, only 39 percent of South African companies are investing comprehensively in digital technologies as part of their overall business strategy.
One example of successful planning and execution is Burberry, which in 2006 made it their goal to become the world’s first company to go fully digital and build a social enterprise. Since then, the company has carried out its plan by changing the primary way it engages with and sells to customers from traditional to digital channels. It does this through campaigns such as Tweetwalk, Art of the Trench and Burberry Bespoke. Burberry has truly blurred the line between the physical and digital world, leveraging technology to create an engaging and seamless customer experience
General Electric formed GE Digital, its first new business unit in 75 years, aimed at capturing value from the Internet of Things. The CEO of the new business unit is also the CDO of GE Group, demonstrating its commitment to rotating to the New. Setting up a platform business, Predix, has enabled new business models and revenue streams for GE in a digital world.
Closer to home, FNB was the first South African bank to launch a mobile banking app as part of its plan to become a digital bank. The bank has successfully grown core transactional accounts by offering customers a compelling value proposition, supported by exciting rewards programmes and platform innovations such as its banking app, cellphone banking and e-Wallet. This is evidence that not only having a plan, but acting on it swiftly, affords companies a significant advantage.