德勤-丝芙兰数字化转型战略规划报告_区域运营模式_201907.pdf

1、ASIA IT STRATEGYREGIONAL IT OPERATING MODEL2020 2023July 20192Asia|IT Strategy Content REGIONAL IT OPERATING MODELa)I TO M D e s i gn G ui di n g P r i nc i pl e sb)Target State IT Capability Modelc)Current State IT Capability Assessmentd)Target State IT Organisation Modele)Target State IT Governanc

2、e Frameworkf)Target State IT Demand Management Framework3Asia|IT Strategy A personalised in-store experience and brand relationshipEngagement across channelsTo check inventory onlineTo be inspired by product interactionsFast and accurate service deliveryOutside-in view of customers expectations in a

3、 digital age,similar as it was the case above for the design of our Technology Reference Architecture,is considered for IT Operating Model considerationsof customers cite the desire for a self-directed sopping-journey;30%increase within 2 years66%of all sales in Beauty industry are digitally influen

4、ced51%of shoppers are willing to share data in return for personalised service(58%among millennials)48%DRIVERS1DIGITAL INFLUENCE2CUSTOMER EXPECTATIONSSource:1)Deloitte Insights:The New Digital Divide 20162)eMarketer:Google and Purchased,“Digital Diary:How Consumers Solve Their Needs in the Moment,”M

5、ay 2016of the shopping-journey in beauty industry is an area where customers expect digital to play outsized role60%21%22%24%31%37%53%54%58%Called or emailed a businessAsked someone(called or texted)Looked at images/photos digitallyUsed a digital mapVisited other sites/appsVisited a store or other l

6、ocationUsed a search engineVisited a retailers site or appConsumers are using digital to research purchases prior to shopping in-store4Asia|IT Strategy Inside-out perspective is defined by expectations from our people,classified within three themes based on the interview data analysisOrganisation&Cu

7、lture Need for a holistic approach for the Omni Retail:business+systems+organisational implications all coming together Need for clarity on our the top 10 priorities that will move the needle business wise Budgeting process limits ability to drive innovative value driven digital change China is a ve

8、ry different market,it is the fastest growing globally,and the biggest in AsiaSilo mentality and operations across the organisation;there is lack of interaction between the e-Business SEA and CN teamSlow,inefficient and frustrating processesPeople have a lot of ideas yet bringing them to reality tak

9、es too longLack of agile working styles(e.g.decisions made by committees,meeting culture,lack of accountability and ownership)Different communication needs across different entities,regions and functionsHigh risk aversionLack of collaboration tools making it harder to access informationWe need to at

10、tract and retain talent,particularly in digital and more generalist roles with transferable skillsNo single collaboration tool used across the organisationTechnology OperationsRegional IT team needs to be more reactive to local business needs Lack of in-house digital capabilities and skillsDuplicate

11、 capabilities that have emerged organically with limited regional oversightLack of insight-driven organisationMany agencies yet lack of right ones to meet the business demandIT lacks scale to meet business demand.There are 8-10 SEA markets we could enter.In CN,Tier-3 and 4 cities are huge growth opp

12、ortunityThere is a clear need for visibility and prioritisation of our demand across multiple markets;IT investment needs to be prioritised and then measured on benefitsCore Technology“We need an IT Power House”Digital technology landscape is not understood and is in hands of third parties making it

13、 hard to enable iterative digital change Lack of overarching architecture view of projects,roadmaps and dataHistoric underinvestment in technology leading to remediation projects,limiting ability to execute strategic changeTechnology and tools are fragmented&inconsistent leading to higher cost Cloud

14、,SaaS and PaaS underutilised leading to higher cost and longer timelinesMissing key enabling capabilities for Digital services and products,including:MDM,single sign-on,API management 5Asia|IT Strategy Considering the outside-in and inside-out perspectives,together with requirements of the Technolog

15、y Architecture,we have agreed the design guiding principles for our Regional IT Operating Model China is very different market,it is the fastest growing globally,and the biggest in Asia Regional IT team needs to be reactive to local business needs 1IT Capabilities maximising local touchpoints for sp

16、eed-to-market but consolidated for regional synergies and economies-of-scale We need an“IT Power House”IT lacks scale to meet business demand.There are 8-10 SEA markets we could enter.In CN,Tier-3 and 4 cities are huge growth opportunity2Scalable IT Organisation leveraging the optimal use of external sourcing partners to enable IT to focus on critical capabilities to enable growth We need visibility and prioritisationof our demand across multiple markets We need to be clear on our the top 10 pri