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Petri Salo / PwC Digital Services@Reset17

Tuotannon ja toimitusketjun optimointi digitaalisessa ekosysteemissä

17.01.17

www.digital.pwc.com

PwC Digital Services

The value of digital?

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PwC Digital Services

…via physical assets

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…and digital assets

Comparing value creation

PwC Digital Services

10 key practices in delivering digital value

Focus on digitally complemented experiences

Crowdsource ideas

Co-create

Fake it before you make it

Transform the business, not the technology

Reward risk taking

Link digital outcomes with overall strategic goals

Take an enterprise view

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Balance disruption, innovation and optimization

Put culture at the center

PwC Digital Services

You need to unlearn to learn to apply digital levers for business value

Source: PwC, Strategy& Analysis

PwC Digital Services

How do companies approach digital value?

02

PwC’s Digital Services

Key findings from 2016 Global Industry 4.0 Survey – Finland’s perspective

PwC Digital Services

PwC Digital Services

Industry 4.0 creates the digital enterprise comprising of digitised and integrated processes, products & business models

8Source: PwC, Strategy& Analysis

PwC Digital Services

In a biggest of its kind study, over 2,000 companies in 26 countries participated in PwC’s 2016 Global Industry 4.0 survey

9Source: PwC, Strategy& Analysis

PwC Digital Services

The survey represented participants across nine major industrial sectors

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Engineering &Construction

19%

21%

Chemicals

IndustrialManufacturing

11%

Electronics

9%Automotive

10%Transport &

Logistics

9%

Other

Metals

Forest Paper/Packaging

Aerospace/Defence

8%

8%4%

2%

Source: PwC, Strategy& Analysis

PwC Digital Services

Key findings of the survey

11Source: PwC, Strategy& Analysis

PwC Digital Services

Key highlights comparing Finland with Rest of the World (in 5 years)

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FinlandRest of the

World

Overall ambition level on digitalization in 5 years

Expectations for new revenue from digital products

Expectations for operational efficiency gains via digitalization

Improvements in customer intimacy via digitalization

Level of use of analytics

70% 72%

39% 35%

50% 56%

64% 68%

78% 83%

Source: PwC, Strategy& Analysis

PwC Digital Services

Connect & optimize

03

PwC Digital Services

Operations in the connected landscape

14Source: PwC, Strategy& Analysis

PwC Digital Services

Seven elements of digital operations

15Source: PwC, Strategy& Analysis

PwC Digital Services

Four big ticket value items

Next Generation

Manufacturing

Optimized

Capital Assets

Smart supply

chain

Connected

Product

Development

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PwC Digital Services

Value delivered by Next Generation ManufacturingIncreasing level of operational autonomy

17Source: PwC, Strategy& Analysis

PwC Digital Services

Value protected by Optimized Capital AssetsAsset related shareholder value erosion due to suboptimal care

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Erosion % on Market adjusted return on shareholder value

Source: PwC, Strategy& Analysis

PwC Digital Services

Three steps to asset value optimization

19Source: PwC, Strategy& Analysis

PwC Digital Services

Value created by Smart Supply ChainData integration driving increased levels of pan-enterprise autonomy

20Source: PwC, Strategy& Analysis

PwC Digital Services

Value enabled by Connected Product DevelopmentYour go-to-market sets the baselines for enabling your digital operations

21Source: PwC, Strategy& Analysis

PwC Digital Services

The way towards digital value in operations

1. Validate the monetization plan

2. Understand the ecosystem

3. Identify the right talent to refresh the operating model & capabilities

4. Build and execute your roadmap

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PwC Digital Services

Thank you!

© 2015 PwC. All rights reserved. Not for further distribution without the permission of PwC. “PwC” refers to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm’s professional judgment or bind another member firm or PwCIL in any way.

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For materials & discussion please reach out to:

Email: petri.salo@fi.pwc.comLinkedIn: www.linkedin.com/in/petri-j-saloTwitter: @petri_salo