通过下一代技术快速跟踪数字化转型报告

BroadridgeFast-tracking digital transformationthrough next-gen technologiesHow leading firms are accelerating growthReadyforNext TABLEOF CONTENTSDigital transformation:Redefining opportunityTHE BUSINESS CASESBYFIRMSIZIHEPATHFORWARDACCELERATINGDiscover how lcading frms are improving the customer expcricncc, crcatingeficiencies and driving business growth through digital transformation.ABOUTTHESTUDYfinanclal,oserational snd strategl: beeits of dg/talThis exterisive global Broacridge stucly txplores theWHATSHOULD YOUR FIRM DO NEXT?executtves frem 75C frs worldwide wil hel2 y9u(ns/ghts gleared from ntervlews wi:h c-leveldifferent regicns, sizes andsecters.Andit deals ttransfornation, It charts tht prag'ess of firms ofapprnaches frms take to s/ccessfilly arrele rate digitalga'n a etust visw oftransfarmation across varlaus usz cases and focusSjunrs [nip ja Siavip i1 - - The value af ir.novationgreas, as well as treir prianiries fer the future- Opport ari ties te aceerate your sutoess- The progress of your peerse strategiend organizationalnderpins digitalmaturity and detnes leadershio.inciudngand analytics SETTINGTHESTAGEofevery sizeandstage'oftransformationup to conduct a robust phonc basedsurveyotseniorexecutivestrom750rmsgloballyTHE SAMPLE750SENIOREXECUTIVESFIRMSOFVARIOUS SIZES (ASSETSORAUM)- 03% C-sulte [3>% C-level-1 axecutives- $.8$9.95- Resresanting APAC FM=A Ncrth America- All wlth a solid uncerstanding cf the use- $.0BS49.9Dof next-gen terh nolcgias at the r firm· $508$249.9B86 601$-805c$ -• $5008+1O SUB SECTORSIN FINANCIALSERVICESANDHEALTHCARE• Universal bank or full scrvlce financ al irstit,:ian- Broker-dea'erSee appendix research and sample detail >>- Commcrcis ar inwes.nment hani: Hedge fun - Insurance comgany- Itrestrment/asvel unager includ ngzuew :13/Fun [en.- Prlivate equlty/grtcate desteutu yaea,*• Retal bank- Heal:hcare piyer3utDAStICL1a SETTING THE STAGEThe Broadridgc Digital Transformation Maturity FramcworkEroadridgc bases its Digital Trensformaricn Viaturity Framcwo*k on:Progress iri ce:h of the three digitalProgress in developing the strategicLevel of implerentaticn of keyfocus areasand organizational components ofnext-gcn technologics that undcrpin(ransforrnaticndigital transformationEXPERIENCESSTRATEGYWORKFLOWSBLOCKCHAINDigitalTransformationANALYTICSORGANIZATIONTHECLOUD4BDA3I2CL1ab On ttis basis, the frarmework gerierates ia Maturity Scxxre lor eech: firn, categorizing therriINTERLOCKEDREQUIREMENTSas either 3Beginners, Implemerters, /dvancers or Leaders.management and analyticaPowerful datafucl custome*cperlsnsesst/eamline workiflows and guidsstratgic dertinn-mskinz29%25%25%21%frms surwedPercentagt or*ach IxalSeamless customerEficient back-endBEGINNERSIMPLEMENTERSADVANCERSLEADERS:lent sstiststlo andaxperiencas driprocsmat andrsvetus g/cwth.workiflows urdtrgincustomer sxperiescesnl :rkx+ cpetat:n*ale*ltclencles.Seeappendixforscoringmethodology>) Why isdigital transformation so essentialLeaders report significant advantages. They are1.5timesmorelikelyto reportincreased revenuesfrom digital transfarmation.ACROSS THE CUSTOMER LIFE CYCLE.INCREASED REVENUE Iarlers Nun lxecm71%73%50%With digital transformation, signjficont improwements have40%been made to fraud detection, customer loyalty ond trade andinvestment analysis for optirnizing returrs,CHIEF OPERATING OFFICER, COMMERCIAL OR INVESTMENT BANK, GERMANYFirms also report improved retu'n on dligital investments as theyWehgve strepmlinedolotof jnternalsvstemstoreducelong-termadverice in digital trarisformationcosts and areaiso realizing jncrementofrevenues, improvingIMPROVED PROFITABILITYinvestmenil performance and enhancing the custorrer experierxe" LcocersCHIEF INVESTMENT OFFICER, ASSET MANAGEMENT FIRM, U.S Non-leaders51% 43%66%51%"Digita/ transformation, integroted into ofl aspects of operations,INTWOYEARSprocedures, and strategy, has heiped us to quickiy identifyQ, u n elixv1da/al.ra/tn621 enJ rsd g21 izrskag/a tuai rg a s: f2: gv2 2na/2acustomer needs andstrengthen eiciency overallCHILI 1ECHNOLOGY OHHICLR, INSURANLL: COMPANY, UELGIUMttDAS tI2Ctlable THEBUSINESSCASEAs firms iadvancc in digital riaturity, thcy often find that a focus ori dataLcaders plan to incrcase the percentage of their overalla nd analytics improves strategic decision-making.annual IT budset devoterd to dligital transformation cver thenext two years. Non-Leaders expec: to increase their spendingIMPROVED PLANNING AND DECISION-MAKINGor trensformaticr tc an cvcn grcater perccnitagc as thcy strivcI Leadersto close the gap.I Ner-leacers62%60%45%51%TRANSFORMATION AND NEXT-GEN TECHNOLOGY SOLUTIONSAVERAGE%OFTOTALITBUDGETINVESTEDINDIGITALNOVINTWOYEARS Loscers5Ip3J-UON inn s tst-sn wheelnriws trgcl.* Es: wr ampay nNOWIN TWOYEARSerterstge-Aice burceg rcesyturcanpcrs cuetlyinesr rdgalanfsiyar or arsee-ge.wewlagi sf uariwg: Mhr pwaerg+dhyww1 ts es t jaou.fay w DIFFERENCESBYSIZEANDREGLONA-closer-lookatfirm characteristicsuncoverskeydifferencesSIZEAs expecled, greater digital trarisl