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  • World Economic Forum and A.T. Kearney Release 2014 Personal Data Study

    World Economic Forum and A.T. Kearney Release 2014 Personal Data Study

    Outlook evolves from loss of trust in 2013 toward sustainable prescription for rebuilding it.


  • How to Diagnose the Causes of Digital Failure

    How to Diagnose the Causes of Digital Failure

    Banktech, 1 May 2014

    Gordon and Odunuga look into the three main reasons U.S. banks’ digital strategies often remain unfulfilled: organizational misalignment, rigid digital strategy, and a lack of customer-centered design and development.


  • Do Organizations of the Future Really Need a Chief Digital Officer?

    Do Organizations of the Future Really Need a Chief Digital Officer?

    Banktech, 27 March 2014

    Charging a single person with executing a digital strategy for the future could be a step in the wrong direction.


  • video Digital Business Forum 2013

    Digital Business Forum 2013

    Access the Proceedings 

    A.T. Kearney partners and participants provide their takeaways from the 2013 Digital Business Forum New York and Zurich Roundtables.


  • The CIO's Role in Operationalizing IT Innovation

    The CIO's Role in Operationalizing IT Innovation

    Today more than ever, technology-driven innovation is contributing to growth. The leading innovators “operationalize” their innovation programs to create lasting success.

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    Chief information officers (CIOs) understand the importance of IT innovation. Ninety percent of CIOs in our latest study on IT innovation say that technology-driven business innovation is crucial for achieving competitive advantage. They understand that the rewards of IT innovation can be impressive—from the retailer that uses big data to reduce its inventory by $1 billion to the bank startup that employs advanced analytics to succeed in the low-income mortgage market.

    Yet on average, just 12 percent of IT budgets are earmarked for innovation (see figure 1). Additionally, only 23 percent of organizations in our study report very positive results from their IT innovation efforts. Why the disconnect? Why do CIOs understand the importance of IT innovation but fail to capitalize on it?

    Good CIOs have added strategic value and insight to their roles for some time, and they long ago shifted away from being traditional back-office operations officers. They have unique access and visibility into the front office and unparalleled views about how to drive success across the organization. These insights can clear a path for innovative ideas that bring transformative change and capitalize on the promise of the digital disruption underway.

  • From Appliances to Apps: What Does Digital Mean for Banks' Products and Services?

    From Appliances to Apps: What Does Digital Mean for Banks' Products and Services?

    Banktech, 31 January 2014

    Digital disruption is about to up-end traditional bank products and services, and most U.S. banks are not ready for it.


  • Insights on Revolutionizing Big Business by Building<br /> in Digital

    Insights on Revolutionizing Big Business by Building
    in Digital

    Digital disruption is mainly driven by consumers, and rewards await the companies that adapt.

    Abstract | More

    The digital leaders who attended the 2013 Digital Business Forum roundtables provided insights on the current status of digitalization for consumers and in today's businesses.

  • Banking on the Death of Cash

    Banking on the Death of Cash

    Banktech, 13 December 2013

    As non-cash transactions increase globally, contactless, NFC-based m-payments are poised for growth in retail settings.


  • The Digital School

    The Digital School

    With a plan in place, schools can make sure that their investments in digital technology don’t go to waste.

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    Digitization has rocked the classroom experience and the education system as a whole with a flood of new technologies that promise to change the way teachers teach and students learn. From tablets and e-readers to interactive whiteboards and online learning programs, classroom technology has become a big business. According to the Center for Digital Education, U.S. elementary, middle, and high schools will spend almost $10 billon on technology in 2013, an increase of $4 billion since 2003.

    Yet cutting-edge technology is so enticing that it’s easy to get caught up in the moment—acquiring new devices before truly understanding how they apply to the classroom and enhance the learning experience. The truth is, despite many successes, there remains uncertainty about the efficacy of technology in the classroom, and how school systems acquire and implement technology remains a challenge. Without a plan in place, even the best technologies can go to waste.

    That’s why today’s schools need a flexible, evergreen process in place that gives students and teachers access to technology while accounting for ever-changing, ever-improving technological advances. This paper examines how those involved in the classroom experience, from administrators to teachers to educational technology firms, can create a structured process for developing a technology strategy and a road map for 21st century learning.

  • Digital Healthcare or Bust in America

    Digital Healthcare or Bust in America

    Digitization could be a major opportunity for healthcare industry players—if they take the right steps.

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    Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country’s movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.

    Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don’t forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.

    Digital represents a tremendous opportunity—and a significant threat—for the various participants in the U.S. healthcare industry. No one in this industry can afford to fall behind. This paper examines how the healthcare industry can capitalize on digitization.

  • Chains Need to Go Beyond Multichannel, Omnichannel

    Chains Need to Go Beyond Multichannel, Omnichannel

    Chain Drug Review, 28 October 2013

    As nearly 40 percent of consumers engage in multichannel interaction, further enabling customer experience and engagement is more important than ever. 


  • How Prepared is Your Bank for Digital Disruption?

    How Prepared is Your Bank for Digital Disruption?

    Banktech, 21 October 2013

    Digital transformation is going to change banks’ relationships with their customers and will require an over-arching strategy for dealing with those changes.


  • Banking in a Digital World

    Banking in a Digital World

    Insights from leading retail banks worldwide highlight the state of play and expected challenges in the digital banking journey.

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    Across the globe, banks are exploring ways to convert to a more digital business model. So far, the changes have not been too disruptive, despite aggressive new offerings from non-banks. Besides gradually reducing paper-based interactions, the primary focus has been on enhancing the product suite with value-added services and achieving an integrated channel experience.

    Thus, the focus has clearly been on the outside—the customer-facing side. Very few players have fundamentally changed their internal organizations or governance principles. Most customers still belong to branches, and in the back office the preparation for being the central customer interaction coordinator has been timid. Consolidated IT systems have helped reduce cost but do not cater to fast time-to-market and processing.

    In addition to this mismatch for banks, the pace of change is increasing: New technology-savvy companies are flooding the market with innovative offers for financial services, customers are becoming more confident in using the full range of e-commerce offerings, and even regulators are reshaping long-established procedures to adapt to new concepts. Some regions are more advanced than others, and the timing of change is hard to predict, but banks are well advised in already preparing today.

    Digitization will become more disruptive as value chains break apart, especially around customer interaction, product configuration and transaction processing. Moving forward will require flexible processes, new revenue models armed with new products and services, and sweeping cultural changes—all in sync with the regional environment. Our Digital Banking Readiness Index (DiBRix) can be used to guide this journey.

  • Recasting the Retail Store in Today's Omnichannel World

    Recasting the Retail Store in Today's Omnichannel World

    Despite a host of new shopping options, talk of the demise of brick and mortar is premature.

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    Brick and mortar is dead. That's what many seem to believe. Reality, however, suggests a far different picture, one in which stores and store networks continue to play the leading role in building customer loyalty and supporting financial performance. In fact, our online study of 3,200 U.S. and UK consumers shows that stores remain at the heart of retailers' relationships with consumers, even in today's omnichannel world.

    That's not to say that retail is business as usual. It's not. The advent of new retail channels has increased competition and price pressures. Stores, on their own, have become less productive and profitable.

    The trick for retailers is to approach this new market context strategically, not only to under­stand the best roles for stores and the store network to play in today's retail ecosystem, but also to keep stores at the center of the customer relationship while maximizing value across channels. This paper provides four strategies to ensure that retailers' stores and store networks remain exactly there.

  • Information Security: Preparing for the Next Hack Attack

    Information Security: Preparing for the Next Hack Attack

    Today, no company can be sure it is protected from hackers, hacktivists, or cyber warfare.

    Abstract | More | PDF | iPad | Kindle

    There is no such thing as absolute security these days. All companies are vulnerable and, it is prudent to assume, already the target of an ongoing, successful attack every second of every day. This is the new paradigm for the world of information security. The upshot is that information security cannot be seen purely as a technological issue but as one that also has an organizational and a strategic dimension.

    Information security thus demands the attention of corporate management, with overall responsibility for information security established outside of the IT department. Whether the issue is taken seriously enough is often revealed by the positioning of the chief information security officer (CISO) within a company’s organization. While not usually a member of the board, the CISO or chief security officer should report directly to the board or at most through just one intermediate level. Bottom line: A comprehensively screened system and the right training can make infiltration a lot more difficult, and its detection easier.


In the News

Read insights from A.T. Kearney consultants quoted in the media.

Global Leaders

Holger Röder
Holger Röder
Todd Huseby
Todd Huseby
Michael Römer
Michael Römer
Europe, Middle East, and Africa