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Going Digital: General Electric and
its Digital Transformation
2
General Electric:Preparing for a Digital Storm
remain in the Dow Jones Industrial Index
since the original index was established
in 18962
.
The Need for
Transformation
Over the last century, GE made the
bulk of its revenues by selling industrial
equipment and maintenance services
to its customers. However, in recent
years, it faced increased competition
from companies that were not just in the
business of selling equipment. These new
competitors used information generated
bylargemachinesorequipmenttoprovide
services that improved productivity and
reduced downtime.
GE realized that this trend had the
potential to reduce it to just a commodity
equipment provider. CEO Jeff Immelt
underlined the importance of this shift,
and the need to make drastic changes
in GE’s business model, when he said
in 2013: “We know that there will be
partnerships between the industrial
world and the internet world. And we
cannot afford to concede how the data
gathered in our industry is used by
other companies. We have to be part of
that conversation”3
.
In the same way that Millennials seem to
adopt the latest digital technology with
ease, our economy’s younger companies
also display a natural aptitude for the new
economy. However, while the stories of
the digital natives are instructive, what
about more established corporates with
longer histories? How can a company
that is over a century old transform itself
to thrive in a digital economy?
For GE, responding to change is part of
its modus operandi. This is a company
that has famously made change a core
capability and a constant in its history. For
over 120 years, GE has ploughed forward
under a banner of “Building, powering,
moving and curing the world. Not just
imagining. Doing1
.” This constant focus
on innovation and transformation has
made the company the only one to still
GE started taking steps to transform
itself from an organization predominantly
involved in selling hardware or industrial
equipment to one selling data-based
services. It started building software
around its products, enabling its
consumers to create new revenue
streams and become more efficient. In
doing so, it also wanted to secure the
value being created by its equipment.
As Bill Ruh, Vice President and Head of
GE’s software and analytics business,
said: “We want to deliver software
services across all our products at the
Silicon Valley speed. We are not going to
sell software. If you look at Google, they
have software but they sell advertising,
Amazon too sells retail. What we are
going to do is sell services wrapped
around our machines that make them
more efficient”4
.
GE is the only company
to be listed in the Dow
Jones Industrial Index
today that was included
in the original index in
1896.
We want to deliver
software services across
all our products at the
Silicon Valley speed.
–GE Vice President
3
Since 2011, when GE resolved to expand
its business into the software and analytics
domain, it has developed and introduced
nearly 40 software products under its
“Predictivity” brand.8
These solutions
have been seeing strong traction across
industries. For instance, one of these
products, PowerUp, is being used by
E.ON to improve its operational efficiency.
In one year, over 1,400 turbines have been
contracted under the PowerUp services.
Using the product on a trial run, E.ON
experienced an overall increase of 4%
in power output on 60% of its turbines9
.
If rolled out across E.ON’s entire turbine
range, it is the equivalent to adding
19 new wind turbines. Revenues from
‘Predictivity’ solutions were expected to
touch $1.1 billion during 2014 and are
estimated to bring in $5 billion by 201710
.
GE is betting big on software and
analytics to bring about its transformation,
with Jeff Immelt stating: “I took over an
industrial company, now it will be known
as an analytics company”5
. GE’s focus
on data analytics was clear back in 2012
when it set aside up to $1.5 billion for
small take-overs to boost its presence
in analytics. By 2013, the company was
able to introduce a wide range of big
data products. These include predictive
software products, a Hadoop-based big
data software for ingesting and managing
industrial data, and a relationship with
Amazon Web Services to share industrial
data in public cloud6
.
GE’s transformation was based on a
combination of tactics: developing data-
driven solutions and opening up its big
data platform to external applications.
Providing Clients with
Data-driven Solutions to
Improve Machine Efficiency
GE is attaching sensors to its machines
that enable it to capture performance
data. This data is then analyzed to
provide real-time information to improve
machine efficiency, prevent downtime
and enable effective scheduling of
predictive maintenance (see Figure 1).
By attaching sensors to its machines, GE
currently monitors and analyzes 50 million
data elements from 10 million sensors on
$1 trillion of managed assets daily. The
overall goal is to move customers toward
zero unplanned downtime7
and GE has
christened this convergence of industrial
machines, data and internet connectivity
the ‘Industrial Internet’.
GE currently monitors
and analyzes 50 million
data elements from 10
million sensors on $1
trillion of managed
assets daily to move
customers toward zero
unplanned downtime.
I took over an industrial
company, now it will be
known as an analytics
company.
–Jeff Immelt, CEO, GE
Betting Big on Software and Analytics to Drive the
Next Wave of Growth
Figure 1: Connecting the components of the Industrial Internet
Source: Innovation World 2013 Keynote, Bill Ruh, GE Software—The Emerging Industrial Internet
Connecting Minds & Machines
Remote and
Centralized
Data Visualization
Big Data
Analytics
Data Sharing
with the Right
People and
Machines
Physical and
Human Networks
Intelligence Flows
Back Into Machines
Extraction and Storage
of Proprietary Machine
Data Stream
Industrial
Data Systems
Machine-Based
Algorithms and
Data Analysis
Secure
Cloud-Based
Networks
Instrumental
Industrial machine
4
Throwing Open the Big Data
Platform to enable Cross-
Industry Application
A sign of GE’s rapid digital progress can
be seen in how it has transitioned its
internal big data platform as an external
service. Before late 2014, GE had used
its Big Data platform Predix to build its
proprietary Predictivity solutions. The
platform was built in order to bring all of
GE’s industrial machines onto one cloud-
connected system. The goal was to
drive a 1% increase in performance per
industry. For instance, just in aviation, a
1% increase in performance can mean
savings of around $15 billion in jet fuel and
other costs in a few years11
(see Figure 2).
However,inOctober2014,GEannounced
it was opening the Predix platform to
other companies that would like to create
their own customized industry apps. With
this move, GE intends to make Predix
the default platform for industrial Big
Data. As Dave Barlett, Chief Technology
Officer for GE Aviation, says: “We want
Predix to become the Android or iOS of
the machine world. We want it to become
the language of the Industrial Internet .”
Throwing open Predix also helps GE in
monetizing its big data platform directly
and provides an opportunity to expand
in geographies and industries where it
had little presence. In December 2014,
GE licensed its Predix software platform
to the Japanese telecom giant SoftBank
Telecom, allowing it to build apps for
shipping, manufacturing and other
industries. This deal is expected to earn
potential revenues of $200 million across
major industries in Japan over the next 5
years13
.
Driving customer outcomes
Power of 1% Annual impact
Airlines 1% fuel $2-3B
Utility 1% fuel $4-5B
Oil & Gas 1% uptime $5-7B
Healthcare 1% productivity $4-5B
Transportation 1% mile velocity $5-7B
Source: Company presentation
We want Predix to
become the Android
or iOS of the machine
world. We want it to
become the language of
the Industrial Internet.
Dave Barlett, CTO, GE Aviation
Apart from opening up its big data
platform to others, GE is also partnering
with Intel and Cisco to develop the next
generation of Predix-ready devices. This
would allow operators to integrate Predix
into existing infrastructure, increasing its
uptake amongst companies with existing
industrial assets.
Using Smart Tools to Encourage
Collaboration Among Employees
GE is fostering a digital culture across the
organization by adapting new devices
and services. GE was among the early
adopters of devices such as the Apple
iPhone and iPad. In order to maximize
its mobile capabilities, GE set up the GE
Mobile Center of Excellence, an internal
group that develops tools to make mobile
devices more useful for its many business
units14
. Similarly, GE also partnered
with Box, an enterprise content sharing
and collaboration company, to help its
employees and partners take advantage
of the cloud to share content across
devices and platforms15
.
Figure 2: Savings as a Result of 1% Improvement in Efficiency 
5
GE’s digital transformation is not the
result of being in the right place at the
right time. Instead, it is the result of a
structured approach that involved a
strong top-down digital vision, capability
development, achieving all-round buy-in
and a constant focus on innovation (see
Figure 3).
Drive the Digital Agenda
from the Top
Outlining a compelling leadership
vision for the organization
Highly visible digital leadership has been
a constant in GE’s transformation since
2011, when CEO Jeff Immelt outlined his
determination that GE would counter any
commoditization threat by capitalizing
on innovations in software and analytics.
His stated aim was “to create a global
network of connected machines from
which GE can offer outcomes-based
solutions that drive significant operational
improvement for customers”16
.
We never made real
progress here until we
brought people in from
outside GE.
- Jeff Immelt, CEO, GE
Making Digital a Key Part of the Organizational DNA
Figure 3: GE’s Journey towards Digital
Source: Capgemini Consulting Analysis
Building the right team to achieve the
vision
GE has long been recognized as a
breeding ground of outstanding business
leaders. However, the nature and potential
of the talent required for its software and
services offerings were different. GE
made a number of new hires at senior
levels to drive the transformation. It hired
William (Bill) Ruh as the Vice President of
its Global Software Center and made him
responsible for developing the software
to power the Industrial Internet. Prior
to joining GE, Bill Ruh was responsible
for developing advanced services and
solutions at Cisco and had more than 25
years of industry experience in enterprise
application integration and object oriented
technology.
GE also hired Kate Johnson as Chief
Commercial Officer for sales and
marketing, with the aim of building new
software and solution sales capabilities.
She had previously held senior roles at
Oracle Corporation. In May 2015, GE
named her CEO of the Industrial Internet
Software Group17
. Another key hire was
Harel Kodesh who joined GE as CTO of
GE Software. Harel was CEO and founder
of Nurego, an analytics company, and
prior to that a senior executive at EMC
and Amdocs18
.
The importance of bringing in leaders
from outside was outlined by Jeff Immelt
when he said: “We never made real
progress here until we brought people in
from outside GE”19
.
Develop the Vision and
communicate it effectively
Build a management team
with the knowledge and
skills to convert the vision
into a reality
Set realistic growth targets, and
mechanisms for optimization
Define KPIs and the methodology to recognize
revenues generated from new digital offerings
Drive the
Digital
Agenda
from The
Top
Build
Capabilities
essential for
Digital
Initiatives
Achieve
Business
Buy for Digital
Offerings
Accelerate
Innovation
Establish a dedicated center focused
on the digital agenda
Hire quality talent with technical and
business domain expertise
Invest in the right digital tools
Incubate creativity and
innovation to stay ahead
Develop partnerships and
derive synergies from
competitors
6
Building Capabilities to
Support Organization-Wide
Digital Initiatives
Setting up a Center of Excellence
(CoE) for digital initiatives
GE set up a Global Software Center
based out of San Ramon, California.
Unlike traditional GE business units, the
CoE was not set up as a business unit
with its own P&L but was funded centrally
through a corpus amount of $1 billion20
.
The center, led by Bill Ruh, is dedicated
to developing predictive services based
on data collected from GE’s industrial
machines, which is essential for powering
GE’s Industrial Internet offering. GE also
set up a User Experience CoE tasked
with improving the quality of GE’s digital
experiences and defining the human
interface to the Industrial Internet. The
CoE’s team work across all businesses
to introduce user-experience methods
and improve the design of software
applications21
.
Developing functional capabilities to
sell solutions along with products
One key challenge in transitioning a
traditional, hardware-focused company
to selling software solutions is to change
the mindset of its sales force. At GE, the
sales force had to abandon its traditional
product-selling mindset and embrace a
solution-based sales approach. As Jeff
Instead of a features
list with pricing and
discount caps, we’re
shaping deals from
the ground up that
are based on the value
derived by the customer.
- Kate Johnson,
Chief Commercial Officer, GE
Injecting the spirit of a startup into a century-old
giant
Since 2011, GE has been working with Eric Reis, a tech entrepreneur and
author of ‘The Lean Startup’. This collaboration has developed a program called
FastWorks - designed to help GE foster innovation and accelerate product
development. The program combines a set of tools and behaviors designed to
deliver better outcomes for customers faster. The method focuses on building
imperfect early versions, releasing them to customers, getting feedback, and
then “pivoting” or adapting the products when necessary.
By August 2014, GE had already trained 40,000 employees under the FastWorks
initiative, one of the largest in the company’s history24
. The program has the
backing of GE’s top management, including Jeff Immelt and Chief Marketing
Officer Beth Comstock. It is expected to bring the agility and innovative spirit of
a startup into this much larger corporate giant.
An early result from the FastWorks initiative was an oil well flow meter technology,
GE Safire™, aimed at managing oil and gas reservoirs efficiently. The FastWorks
program helped GE to move from a problem statement to a prototype within a
year and the solution is now being commercialized with Chevron25
. FastWorks’
principles were also seen in action with the five-year, $500 million project by
GE engineers to upgrade its H-class turbine. The FastWorks approach was
applied to the project, which started with a proof-of-concept exercise costing
$25 million, and it is now expected to be completed for half the cost26
.
Immelt says, “The transition we have
to make with our customers is going
from agreements that are break/fix to
agreements that guarantee outcomes”.
As part of the process to develop its
go-to-market and commercialization
strategies, GE hired Kate Johnson as
Chief Commercial Officer. Her aim was to
create and expand GE’s outcome-based
sales capabilities. She also led a new
Commercial CoE that had been set up to
focus on increasing service revenue and
margin growth22
.
GE’s sales team now includes solution
architects, who combine industrial
knowledge with advanced analytics to
develop models for setting and achieving
business outcomes. Sales professionals
now needed to do a whole range of
calculations and modeling before they
even approached a potential customer.
This completely changed the way GE’s
offerings are priced to their customers.
As Kate Johnson says: “Instead of a
features list with pricing and discount
caps, we’re shaping deals from the
ground up that are based on the value
derived by the customer. It’s a completely
different set of economics that is very
disruptive in the industry”23
. Moving to
such a model was not easy though. GE
had to convince its salesforce of the need
to move from a transactional sales model
to a consultative selling model that has a
different incentive philosophy.
Achieve Business Buy-In for
Digital Offerings
Transforming GE’s business inevitably
led to some friction between the deep-
rooted industrial mindset of keeping
things within a defined step-by-step
process and the startup ethic of fail-fast
and learn. To overcome this resistance,
the Global Software Center team
7
GE Venture has
specialized teams
focused on in-depth
research and analysis
- the teams identify
unmet needs, isolate
opportunities and look
for companies that
fulfill the need gap.
Figure 4: Creating an Ecosystem to Foster Innovation
Source: Capgemini Consulting Analysis
look for companies that fulfill the need
gap. As Noah Lewis, Managing Partner
for GE Ventures, explains: “We spend a
lot of time developing specific investment
themes, starting 10 years out in the
marketplace. We map out the major trends
and directions as well as profit pools, and
identify disruption” 31
.
Creating an Ecosystem to
Speed-Up Innovation
Transformation is an ongoing journey
and organizations need to constantly
innovate to stay ahead. GE has created
an entire ecosystem that enables it to
gather innovative ideas and speed up the
process of taking new products to market
(see Figure 4).
Investing in tomorrow’s ideas through
GE Ventures
In January 2013, GE started its corporate
venture capital entity, ‘GE Ventures’. It was
born out of a restructuring of its health,
energy, software and manufacturing
venture investment groups. The venture
has an annual fund commitment of $150
million28
. It invests in a variety of areas such
as software, analytics, healthcare, energy,
advanced manufacturing, among others.
One notable exit is Veracyte, a molecular
diagnostic company. The company
IPO’d in 2013 and has in recent months
announced a research collaboration with
GE’s healthcare team29
.
As of January 2015, GE Ventures had 61
startups in its portfolio covering software,
energy, healthcare and advanced
manufacturing30
. The venture arm has
specialized teams focused on in-depth
research and analysis - the teams identify
unmet needs, isolate opportunities and
engaged with business units that were
eager to participate in the initiative during
its inception. The rapid transformations
achieved by these pioneering business
units, and the revenue returns they
delivered from Industrial Internet offerings,
made it difficult for other units to remain
agnostic.
As Bill Ruh explains: “I said, ‘We’re going
to do this; who wants to be first in line?’
A number wanted to, so we developed
them at a very fast pace and got them
successful quickly. The performance gains
and revenue enhancements were visible
to other executives, who then asked
their own businesses, ‘How can we do
this?’” The peer pressure and the visible
benefits led to a domino effect across
business units, resulting in others to start
experimenting with software services27
.
Crowd-sourcing ideas through partnerships
Partnering with various crowdsourcing platforms
to develop new ideas and improve existing ones
Partners: Quirky, Kaggle, GradCad,
Frost Data Capital, Local Motors
Partnering with potential competitors
Collaborating with companies providing competitive
products/services to learn and improve offerings
Partners: Intel, Cisco,
Amazon Web Services
Teaming up with incubators and providing startups
with access to GE departments, engineers, executives
and specific capabilities/ technologies
Teaming up with incubators to reduce
time-to-market for innovative offerings
Incubators: LemnosLabs, Rock Health,
Breakout Labs, Startup Health, Bolt, Surge
Investing in futuristic ideas through GE Ventures
Developing specific investment themes, mapping
out major trends and identifying disruption
Investments: Rethink Robotics,
GRIDNET, Caremerge, Predixion
Creating an
Ecosystem for
Innovation
8
Software and Analytics Organization
SoftwareResearch Product Development SoftwareCTO
Co-Located SoftwareCTOsfor Business Alignment
Technical Resources : 1,000+ in COEsand 10,000+ in Business
Aviation Oil & Gas Energy Management
Power & Water Healthcare Transportation Aviation
Governing the Transformation
To avoid fragmentation of approach and investment, GE’s software and analytics commercialization team was designated a
common capability that would support the rest of the organization.
Within the software group, there are distinct roles for heads of software research, product development and software CTO.
These executives work with dedicated co-located software CTOs to encourage business alignment. This team is then supported
by over 1,000 technical resources in dedicated CoEs and around 10,000 people in all businesses. These technical resources
include computational and analytical scientists, platform developers and software engineers.
Nurturing startups to reduce time-to-
market for products and solutions
GE Ventures has also teamed up with
various startup incubation labs such as
Lemnos Labs, Rock Health, Breakout
Labs, Startup Health, Bolt and Surge.
These collaborative partnerships enable
the incubation labs to provide startups
with access to GE technologies and
information resources. Simultaneously, it
allows GE to gain experience in engaging
with startup communities. Executives
from GE Ventures also act as a guide for
startups, facilitating interaction with GE
departments, engineers or executives
who may become pilot customers,
advisers or business partners for their
ideas32
.
GE has also partnered with Frost Data
Capital, an incubator for Big Data
startups, and launched an Industrial
Internet incubator called Frost I3, which
aims to launch 30 startups33
.
Crowdsourcing ideas through
partnerships
GE has also partnered with various
crowdsourcing platforms to gain
access to new and innovative product
ideas. It has partnered with Quirky, a
crowdsourced invention platform, to
develop its Wink range of connected
products. GE also gave Quirky and
its inventor community access to
thousands of its patents. The aim is to
work with this agile startup to develop
new and innovative products and to
do so at speed.34
The partnership
has yielded products such as a smart
window and door sensor, Tripper; an
outlet for monitoring and managing
power usage, Outlink; 35
and Aros,
a smart air conditioner 36
. Other GE
partnerships include Kaggle – an online
community of data scientists – which
9
The apparent rapid
transformation of peer
business units and
the revenue benefits
that they derived out
of Industrial Internet
offerings made it
difficult for other units
to remain ignorant.
it is using for obtaining algorithms to
optimize airline paths and reduce air
delays37
; and Local Motors, an open
source hardware innovator for designing,
testing, and producing large appliances38
.
Collaborating with potential
competitors to learn and improve
GE is collaborating with potential
competitors, such as Intel, Cisco,
Amazon Web Services and Microsoft,
which provide similar technology
solutions. The company is deploying the
majority of its new apps from the cloud.
The idea is to introduce a data analytics
platform that can manage large-scale
industrial machines in the cloud. GE is
also part of an open membership group,
the Industrial Internet Consortium (IIC).
The consortium focuses on sharing best
practices and reference architectures.
It also influences the global standards
development process for Internet and
industrial systems39
.
Corporate Revolutionary
GE is not an organization that believes
in sitting still. Since its inception, it has
reinvented itself at critical junctures. This
certainly holds true in the digital age as
well. GE has made a bold play to lead
the ‘Industrial Internet’ and has shown
an impressive appetite for radically
changing its normal ways of working and
its culture to achieve results. While many
digital natives, from FaceBook to Uber,
continue to take much of the limelight,
this 120-year-old giant of the corporate
world shows that digital agility is not just
confined to the new Millennial corporates.
10
1	 GE Factsheet
2	 GE Factsheet
3	 AllThingsD, “GE CEO Jeff Immelt’s Big Data Bet”, May 2013
4	 Livemint, “GE reinvents itself as a software start-up”, September 2013
5	 CBC News, “GE CEO Jeff Immelt sees future in infrastructure, analytics”, September 2014
6	 Gigaom, “GE’s industrial internet focus means it’s a big data company now”, June 2013
7	 Businesswire, “GE to Open Up Predix Industrial Internet Platform to All Users”, October 2014
8	 The Predictivity solutions are based on GE’s Big Data platform for Industrial Internet called Predix
9	 Recharge, “E. ON lauds GE PowerUp platform”, October 2014
10	 Bloomberg Business, “GE Sees Fourfold Rise in Sales From Industrial Internet”, October 2014
11	 Wired, “GE’s radical software helps Jet Engines fix themselves”, October 2013
12	 GE Reports, “GE Opens Predix Industrial Internet Software Platform to SoftBank in First Licensing Deal”, December 2014
13	 GE Newsroom, “GE Opens Predix Software Platform to SoftBank Telecom in First Licensing Deal”, December 2014
14	 Apple profile of GE usage of iOS devices
15	 Company website
16	 HBS Blogs, “DIGITAL LESSONS FROM A 122 YEAR OLD COMPANY”, April 2014
17	 Fortune, “GE names Kate Johnson CEO of industrial internet software group”, May 2015
18	 ZDNET, “GE appoints former IBM, EMC execs to software leadership posts”, November 2014
19	 InformationWeek, “GE CEO Jeff Immelt’s Analytics Lessons Learned”, October 2013
20	 Harvard Business Review, “Building a Software Start-Up Inside GE”, January 2015
21	 IDSA,“GE User Experience Strategy and Capacity Building”, 2012.
22	 Harvard Business Review, “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business”, November 2014
23	 Harvard Business Review, “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business”, November 2014
24	 Bloomberg Business, “General Electric Wants to Act Like a Startup”, August 2014
25	 GE Annual Report 2013
26	 The economist, “General Electric: A hard act to follow”, June 2014
27	 Harvard Business Review, “Building a Software Start-Up Inside GE”, January 2015
28	 CB Insights, “General Electric and Siemens Venture Capital: A Comparison of Their Investments”, December 2013
29	 Company website
30	 GE Reports, “Backing the Future: Where GE Ventures Sees the Next Big Ideas”, January 2015
31	 Mobile Enterprise, “How GE Ventures, Fidelity Labs and The Weather Channel Innovate with Mobile”, September 2014
32	 Wall Street Journal, “GE Ventures’ Sue Siegel: Accelerators Reduce Risk for Early-Stage Investors”, May 2014
33	 GE Ventures, “GE Partners with Frost Data Capital to Launch 30 New Industrial Internet Start-Ups”, May 2014
34	 Wired, “Quirky and GE Partner to Conquer the Internet of Things”, November 2013
35	 Techcrunch, “Quirky, GE Unveil Their Vision For The Connected Home”, November 2014
36	 Triple Pundit, “Partnership Between GE and Quirky Presents a ‘Truly Brilliant’ Air Conditioner”, March 2014
37	 GE Ventures, “GE Partners with Frost Data Capital to Launch 30 New Industrial Internet Start-Ups”, May 2014
38	 CNET, “GE and Local Motors team up to make small-batch appliances”, March 2014
39	 Cisco, “AT&T, Cisco, GE, IBM, and Intel Form Industrial Internet Consortium to Improve Integration of the Physical and Digital
Worlds”, March 2014
References
11
Rightshore®
is a trademark belonging to Capgemini
CapgeminiConsultingistheglobalstrategyandtransformation
consulting organization of the Capgemini Group, specializing
in advising and supporting enterprises in significant
transformation,frominnovativestrategytoexecutionandwith
an unstinting focus on results. With the new digital economy
creating significant disruptions and opportunities, our global
team of over 3,600 talented individuals work with leading
companiesandgovernmentstomasterDigitalTransformation,
drawing on our understanding of the digital economy and
our leadership in business transformation and organizational
change.
Find out more at: www.capgemini-consulting.com
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
© 2015 Capgemini. All rights reserved.
Authors
For more information contact
With almost 145,000 people in over 40 countries, Capgemini is
one of the world’s foremost providers of consulting, technology
and outsourcing services. The Group reported 2014 global
revenues of EUR 10.573 billion. Together with its clients,
Capgemini creates and delivers business and technology
solutions that fit their needs and drive the results they want. A
deeply multicultural organization, Capgemini has developed its
own way of working, the Collaborative Business ExperienceTM,
and draws on Rightshore®
, its worldwide delivery model.
Learn more about us at www.capgemini.com.
About Capgemini and the
Collaborative Business Experience
Jerome Buvat
jerome.buvat@capgemini.com
Ashish Bisht
Senior Consultant, Digital Transformation
Research Institute
ashish.bisht@capgemini.com
Didier Bonnet
didier.bonnet@capgemini.com
Jerome Buvat
Head of Digital Transformation
Research Institute
jerome.buvat@capgemini.com
Subrahmanyam KVJ
Manager, Digital Transformation
Research Institute
subrahmanyam.KVJ@capgemini.com
Digital Transformation
Research Institute
dtri.in@capgemini.com

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Going Digital: General Electric and its Digital Transformation

  • 1. Going Digital: General Electric and its Digital Transformation
  • 2. 2 General Electric:Preparing for a Digital Storm remain in the Dow Jones Industrial Index since the original index was established in 18962 . The Need for Transformation Over the last century, GE made the bulk of its revenues by selling industrial equipment and maintenance services to its customers. However, in recent years, it faced increased competition from companies that were not just in the business of selling equipment. These new competitors used information generated bylargemachinesorequipmenttoprovide services that improved productivity and reduced downtime. GE realized that this trend had the potential to reduce it to just a commodity equipment provider. CEO Jeff Immelt underlined the importance of this shift, and the need to make drastic changes in GE’s business model, when he said in 2013: “We know that there will be partnerships between the industrial world and the internet world. And we cannot afford to concede how the data gathered in our industry is used by other companies. We have to be part of that conversation”3 . In the same way that Millennials seem to adopt the latest digital technology with ease, our economy’s younger companies also display a natural aptitude for the new economy. However, while the stories of the digital natives are instructive, what about more established corporates with longer histories? How can a company that is over a century old transform itself to thrive in a digital economy? For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing1 .” This constant focus on innovation and transformation has made the company the only one to still GE started taking steps to transform itself from an organization predominantly involved in selling hardware or industrial equipment to one selling data-based services. It started building software around its products, enabling its consumers to create new revenue streams and become more efficient. In doing so, it also wanted to secure the value being created by its equipment. As Bill Ruh, Vice President and Head of GE’s software and analytics business, said: “We want to deliver software services across all our products at the Silicon Valley speed. We are not going to sell software. If you look at Google, they have software but they sell advertising, Amazon too sells retail. What we are going to do is sell services wrapped around our machines that make them more efficient”4 . GE is the only company to be listed in the Dow Jones Industrial Index today that was included in the original index in 1896. We want to deliver software services across all our products at the Silicon Valley speed. –GE Vice President
  • 3. 3 Since 2011, when GE resolved to expand its business into the software and analytics domain, it has developed and introduced nearly 40 software products under its “Predictivity” brand.8 These solutions have been seeing strong traction across industries. For instance, one of these products, PowerUp, is being used by E.ON to improve its operational efficiency. In one year, over 1,400 turbines have been contracted under the PowerUp services. Using the product on a trial run, E.ON experienced an overall increase of 4% in power output on 60% of its turbines9 . If rolled out across E.ON’s entire turbine range, it is the equivalent to adding 19 new wind turbines. Revenues from ‘Predictivity’ solutions were expected to touch $1.1 billion during 2014 and are estimated to bring in $5 billion by 201710 . GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”5 . GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. By 2013, the company was able to introduce a wide range of big data products. These include predictive software products, a Hadoop-based big data software for ingesting and managing industrial data, and a relationship with Amazon Web Services to share industrial data in public cloud6 . GE’s transformation was based on a combination of tactics: developing data- driven solutions and opening up its big data platform to external applications. Providing Clients with Data-driven Solutions to Improve Machine Efficiency GE is attaching sensors to its machines that enable it to capture performance data. This data is then analyzed to provide real-time information to improve machine efficiency, prevent downtime and enable effective scheduling of predictive maintenance (see Figure 1). By attaching sensors to its machines, GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily. The overall goal is to move customers toward zero unplanned downtime7 and GE has christened this convergence of industrial machines, data and internet connectivity the ‘Industrial Internet’. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime. I took over an industrial company, now it will be known as an analytics company. –Jeff Immelt, CEO, GE Betting Big on Software and Analytics to Drive the Next Wave of Growth Figure 1: Connecting the components of the Industrial Internet Source: Innovation World 2013 Keynote, Bill Ruh, GE Software—The Emerging Industrial Internet Connecting Minds & Machines Remote and Centralized Data Visualization Big Data Analytics Data Sharing with the Right People and Machines Physical and Human Networks Intelligence Flows Back Into Machines Extraction and Storage of Proprietary Machine Data Stream Industrial Data Systems Machine-Based Algorithms and Data Analysis Secure Cloud-Based Networks Instrumental Industrial machine
  • 4. 4 Throwing Open the Big Data Platform to enable Cross- Industry Application A sign of GE’s rapid digital progress can be seen in how it has transitioned its internal big data platform as an external service. Before late 2014, GE had used its Big Data platform Predix to build its proprietary Predictivity solutions. The platform was built in order to bring all of GE’s industrial machines onto one cloud- connected system. The goal was to drive a 1% increase in performance per industry. For instance, just in aviation, a 1% increase in performance can mean savings of around $15 billion in jet fuel and other costs in a few years11 (see Figure 2). However,inOctober2014,GEannounced it was opening the Predix platform to other companies that would like to create their own customized industry apps. With this move, GE intends to make Predix the default platform for industrial Big Data. As Dave Barlett, Chief Technology Officer for GE Aviation, says: “We want Predix to become the Android or iOS of the machine world. We want it to become the language of the Industrial Internet .” Throwing open Predix also helps GE in monetizing its big data platform directly and provides an opportunity to expand in geographies and industries where it had little presence. In December 2014, GE licensed its Predix software platform to the Japanese telecom giant SoftBank Telecom, allowing it to build apps for shipping, manufacturing and other industries. This deal is expected to earn potential revenues of $200 million across major industries in Japan over the next 5 years13 . Driving customer outcomes Power of 1% Annual impact Airlines 1% fuel $2-3B Utility 1% fuel $4-5B Oil & Gas 1% uptime $5-7B Healthcare 1% productivity $4-5B Transportation 1% mile velocity $5-7B Source: Company presentation We want Predix to become the Android or iOS of the machine world. We want it to become the language of the Industrial Internet. Dave Barlett, CTO, GE Aviation Apart from opening up its big data platform to others, GE is also partnering with Intel and Cisco to develop the next generation of Predix-ready devices. This would allow operators to integrate Predix into existing infrastructure, increasing its uptake amongst companies with existing industrial assets. Using Smart Tools to Encourage Collaboration Among Employees GE is fostering a digital culture across the organization by adapting new devices and services. GE was among the early adopters of devices such as the Apple iPhone and iPad. In order to maximize its mobile capabilities, GE set up the GE Mobile Center of Excellence, an internal group that develops tools to make mobile devices more useful for its many business units14 . Similarly, GE also partnered with Box, an enterprise content sharing and collaboration company, to help its employees and partners take advantage of the cloud to share content across devices and platforms15 . Figure 2: Savings as a Result of 1% Improvement in Efficiency 
  • 5. 5 GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation (see Figure 3). Drive the Digital Agenda from the Top Outlining a compelling leadership vision for the organization Highly visible digital leadership has been a constant in GE’s transformation since 2011, when CEO Jeff Immelt outlined his determination that GE would counter any commoditization threat by capitalizing on innovations in software and analytics. His stated aim was “to create a global network of connected machines from which GE can offer outcomes-based solutions that drive significant operational improvement for customers”16 . We never made real progress here until we brought people in from outside GE. - Jeff Immelt, CEO, GE Making Digital a Key Part of the Organizational DNA Figure 3: GE’s Journey towards Digital Source: Capgemini Consulting Analysis Building the right team to achieve the vision GE has long been recognized as a breeding ground of outstanding business leaders. However, the nature and potential of the talent required for its software and services offerings were different. GE made a number of new hires at senior levels to drive the transformation. It hired William (Bill) Ruh as the Vice President of its Global Software Center and made him responsible for developing the software to power the Industrial Internet. Prior to joining GE, Bill Ruh was responsible for developing advanced services and solutions at Cisco and had more than 25 years of industry experience in enterprise application integration and object oriented technology. GE also hired Kate Johnson as Chief Commercial Officer for sales and marketing, with the aim of building new software and solution sales capabilities. She had previously held senior roles at Oracle Corporation. In May 2015, GE named her CEO of the Industrial Internet Software Group17 . Another key hire was Harel Kodesh who joined GE as CTO of GE Software. Harel was CEO and founder of Nurego, an analytics company, and prior to that a senior executive at EMC and Amdocs18 . The importance of bringing in leaders from outside was outlined by Jeff Immelt when he said: “We never made real progress here until we brought people in from outside GE”19 . Develop the Vision and communicate it effectively Build a management team with the knowledge and skills to convert the vision into a reality Set realistic growth targets, and mechanisms for optimization Define KPIs and the methodology to recognize revenues generated from new digital offerings Drive the Digital Agenda from The Top Build Capabilities essential for Digital Initiatives Achieve Business Buy for Digital Offerings Accelerate Innovation Establish a dedicated center focused on the digital agenda Hire quality talent with technical and business domain expertise Invest in the right digital tools Incubate creativity and innovation to stay ahead Develop partnerships and derive synergies from competitors
  • 6. 6 Building Capabilities to Support Organization-Wide Digital Initiatives Setting up a Center of Excellence (CoE) for digital initiatives GE set up a Global Software Center based out of San Ramon, California. Unlike traditional GE business units, the CoE was not set up as a business unit with its own P&L but was funded centrally through a corpus amount of $1 billion20 . The center, led by Bill Ruh, is dedicated to developing predictive services based on data collected from GE’s industrial machines, which is essential for powering GE’s Industrial Internet offering. GE also set up a User Experience CoE tasked with improving the quality of GE’s digital experiences and defining the human interface to the Industrial Internet. The CoE’s team work across all businesses to introduce user-experience methods and improve the design of software applications21 . Developing functional capabilities to sell solutions along with products One key challenge in transitioning a traditional, hardware-focused company to selling software solutions is to change the mindset of its sales force. At GE, the sales force had to abandon its traditional product-selling mindset and embrace a solution-based sales approach. As Jeff Instead of a features list with pricing and discount caps, we’re shaping deals from the ground up that are based on the value derived by the customer. - Kate Johnson, Chief Commercial Officer, GE Injecting the spirit of a startup into a century-old giant Since 2011, GE has been working with Eric Reis, a tech entrepreneur and author of ‘The Lean Startup’. This collaboration has developed a program called FastWorks - designed to help GE foster innovation and accelerate product development. The program combines a set of tools and behaviors designed to deliver better outcomes for customers faster. The method focuses on building imperfect early versions, releasing them to customers, getting feedback, and then “pivoting” or adapting the products when necessary. By August 2014, GE had already trained 40,000 employees under the FastWorks initiative, one of the largest in the company’s history24 . The program has the backing of GE’s top management, including Jeff Immelt and Chief Marketing Officer Beth Comstock. It is expected to bring the agility and innovative spirit of a startup into this much larger corporate giant. An early result from the FastWorks initiative was an oil well flow meter technology, GE Safire™, aimed at managing oil and gas reservoirs efficiently. The FastWorks program helped GE to move from a problem statement to a prototype within a year and the solution is now being commercialized with Chevron25 . FastWorks’ principles were also seen in action with the five-year, $500 million project by GE engineers to upgrade its H-class turbine. The FastWorks approach was applied to the project, which started with a proof-of-concept exercise costing $25 million, and it is now expected to be completed for half the cost26 . Immelt says, “The transition we have to make with our customers is going from agreements that are break/fix to agreements that guarantee outcomes”. As part of the process to develop its go-to-market and commercialization strategies, GE hired Kate Johnson as Chief Commercial Officer. Her aim was to create and expand GE’s outcome-based sales capabilities. She also led a new Commercial CoE that had been set up to focus on increasing service revenue and margin growth22 . GE’s sales team now includes solution architects, who combine industrial knowledge with advanced analytics to develop models for setting and achieving business outcomes. Sales professionals now needed to do a whole range of calculations and modeling before they even approached a potential customer. This completely changed the way GE’s offerings are priced to their customers. As Kate Johnson says: “Instead of a features list with pricing and discount caps, we’re shaping deals from the ground up that are based on the value derived by the customer. It’s a completely different set of economics that is very disruptive in the industry”23 . Moving to such a model was not easy though. GE had to convince its salesforce of the need to move from a transactional sales model to a consultative selling model that has a different incentive philosophy. Achieve Business Buy-In for Digital Offerings Transforming GE’s business inevitably led to some friction between the deep- rooted industrial mindset of keeping things within a defined step-by-step process and the startup ethic of fail-fast and learn. To overcome this resistance, the Global Software Center team
  • 7. 7 GE Venture has specialized teams focused on in-depth research and analysis - the teams identify unmet needs, isolate opportunities and look for companies that fulfill the need gap. Figure 4: Creating an Ecosystem to Foster Innovation Source: Capgemini Consulting Analysis look for companies that fulfill the need gap. As Noah Lewis, Managing Partner for GE Ventures, explains: “We spend a lot of time developing specific investment themes, starting 10 years out in the marketplace. We map out the major trends and directions as well as profit pools, and identify disruption” 31 . Creating an Ecosystem to Speed-Up Innovation Transformation is an ongoing journey and organizations need to constantly innovate to stay ahead. GE has created an entire ecosystem that enables it to gather innovative ideas and speed up the process of taking new products to market (see Figure 4). Investing in tomorrow’s ideas through GE Ventures In January 2013, GE started its corporate venture capital entity, ‘GE Ventures’. It was born out of a restructuring of its health, energy, software and manufacturing venture investment groups. The venture has an annual fund commitment of $150 million28 . It invests in a variety of areas such as software, analytics, healthcare, energy, advanced manufacturing, among others. One notable exit is Veracyte, a molecular diagnostic company. The company IPO’d in 2013 and has in recent months announced a research collaboration with GE’s healthcare team29 . As of January 2015, GE Ventures had 61 startups in its portfolio covering software, energy, healthcare and advanced manufacturing30 . The venture arm has specialized teams focused on in-depth research and analysis - the teams identify unmet needs, isolate opportunities and engaged with business units that were eager to participate in the initiative during its inception. The rapid transformations achieved by these pioneering business units, and the revenue returns they delivered from Industrial Internet offerings, made it difficult for other units to remain agnostic. As Bill Ruh explains: “I said, ‘We’re going to do this; who wants to be first in line?’ A number wanted to, so we developed them at a very fast pace and got them successful quickly. The performance gains and revenue enhancements were visible to other executives, who then asked their own businesses, ‘How can we do this?’” The peer pressure and the visible benefits led to a domino effect across business units, resulting in others to start experimenting with software services27 . Crowd-sourcing ideas through partnerships Partnering with various crowdsourcing platforms to develop new ideas and improve existing ones Partners: Quirky, Kaggle, GradCad, Frost Data Capital, Local Motors Partnering with potential competitors Collaborating with companies providing competitive products/services to learn and improve offerings Partners: Intel, Cisco, Amazon Web Services Teaming up with incubators and providing startups with access to GE departments, engineers, executives and specific capabilities/ technologies Teaming up with incubators to reduce time-to-market for innovative offerings Incubators: LemnosLabs, Rock Health, Breakout Labs, Startup Health, Bolt, Surge Investing in futuristic ideas through GE Ventures Developing specific investment themes, mapping out major trends and identifying disruption Investments: Rethink Robotics, GRIDNET, Caremerge, Predixion Creating an Ecosystem for Innovation
  • 8. 8 Software and Analytics Organization SoftwareResearch Product Development SoftwareCTO Co-Located SoftwareCTOsfor Business Alignment Technical Resources : 1,000+ in COEsand 10,000+ in Business Aviation Oil & Gas Energy Management Power & Water Healthcare Transportation Aviation Governing the Transformation To avoid fragmentation of approach and investment, GE’s software and analytics commercialization team was designated a common capability that would support the rest of the organization. Within the software group, there are distinct roles for heads of software research, product development and software CTO. These executives work with dedicated co-located software CTOs to encourage business alignment. This team is then supported by over 1,000 technical resources in dedicated CoEs and around 10,000 people in all businesses. These technical resources include computational and analytical scientists, platform developers and software engineers. Nurturing startups to reduce time-to- market for products and solutions GE Ventures has also teamed up with various startup incubation labs such as Lemnos Labs, Rock Health, Breakout Labs, Startup Health, Bolt and Surge. These collaborative partnerships enable the incubation labs to provide startups with access to GE technologies and information resources. Simultaneously, it allows GE to gain experience in engaging with startup communities. Executives from GE Ventures also act as a guide for startups, facilitating interaction with GE departments, engineers or executives who may become pilot customers, advisers or business partners for their ideas32 . GE has also partnered with Frost Data Capital, an incubator for Big Data startups, and launched an Industrial Internet incubator called Frost I3, which aims to launch 30 startups33 . Crowdsourcing ideas through partnerships GE has also partnered with various crowdsourcing platforms to gain access to new and innovative product ideas. It has partnered with Quirky, a crowdsourced invention platform, to develop its Wink range of connected products. GE also gave Quirky and its inventor community access to thousands of its patents. The aim is to work with this agile startup to develop new and innovative products and to do so at speed.34 The partnership has yielded products such as a smart window and door sensor, Tripper; an outlet for monitoring and managing power usage, Outlink; 35 and Aros, a smart air conditioner 36 . Other GE partnerships include Kaggle – an online community of data scientists – which
  • 9. 9 The apparent rapid transformation of peer business units and the revenue benefits that they derived out of Industrial Internet offerings made it difficult for other units to remain ignorant. it is using for obtaining algorithms to optimize airline paths and reduce air delays37 ; and Local Motors, an open source hardware innovator for designing, testing, and producing large appliances38 . Collaborating with potential competitors to learn and improve GE is collaborating with potential competitors, such as Intel, Cisco, Amazon Web Services and Microsoft, which provide similar technology solutions. The company is deploying the majority of its new apps from the cloud. The idea is to introduce a data analytics platform that can manage large-scale industrial machines in the cloud. GE is also part of an open membership group, the Industrial Internet Consortium (IIC). The consortium focuses on sharing best practices and reference architectures. It also influences the global standards development process for Internet and industrial systems39 . Corporate Revolutionary GE is not an organization that believes in sitting still. Since its inception, it has reinvented itself at critical junctures. This certainly holds true in the digital age as well. GE has made a bold play to lead the ‘Industrial Internet’ and has shown an impressive appetite for radically changing its normal ways of working and its culture to achieve results. While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
  • 10. 10 1 GE Factsheet 2 GE Factsheet 3 AllThingsD, “GE CEO Jeff Immelt’s Big Data Bet”, May 2013 4 Livemint, “GE reinvents itself as a software start-up”, September 2013 5 CBC News, “GE CEO Jeff Immelt sees future in infrastructure, analytics”, September 2014 6 Gigaom, “GE’s industrial internet focus means it’s a big data company now”, June 2013 7 Businesswire, “GE to Open Up Predix Industrial Internet Platform to All Users”, October 2014 8 The Predictivity solutions are based on GE’s Big Data platform for Industrial Internet called Predix 9 Recharge, “E. ON lauds GE PowerUp platform”, October 2014 10 Bloomberg Business, “GE Sees Fourfold Rise in Sales From Industrial Internet”, October 2014 11 Wired, “GE’s radical software helps Jet Engines fix themselves”, October 2013 12 GE Reports, “GE Opens Predix Industrial Internet Software Platform to SoftBank in First Licensing Deal”, December 2014 13 GE Newsroom, “GE Opens Predix Software Platform to SoftBank Telecom in First Licensing Deal”, December 2014 14 Apple profile of GE usage of iOS devices 15 Company website 16 HBS Blogs, “DIGITAL LESSONS FROM A 122 YEAR OLD COMPANY”, April 2014 17 Fortune, “GE names Kate Johnson CEO of industrial internet software group”, May 2015 18 ZDNET, “GE appoints former IBM, EMC execs to software leadership posts”, November 2014 19 InformationWeek, “GE CEO Jeff Immelt’s Analytics Lessons Learned”, October 2013 20 Harvard Business Review, “Building a Software Start-Up Inside GE”, January 2015 21 IDSA,“GE User Experience Strategy and Capacity Building”, 2012. 22 Harvard Business Review, “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business”, November 2014 23 Harvard Business Review, “Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business”, November 2014 24 Bloomberg Business, “General Electric Wants to Act Like a Startup”, August 2014 25 GE Annual Report 2013 26 The economist, “General Electric: A hard act to follow”, June 2014 27 Harvard Business Review, “Building a Software Start-Up Inside GE”, January 2015 28 CB Insights, “General Electric and Siemens Venture Capital: A Comparison of Their Investments”, December 2013 29 Company website 30 GE Reports, “Backing the Future: Where GE Ventures Sees the Next Big Ideas”, January 2015 31 Mobile Enterprise, “How GE Ventures, Fidelity Labs and The Weather Channel Innovate with Mobile”, September 2014 32 Wall Street Journal, “GE Ventures’ Sue Siegel: Accelerators Reduce Risk for Early-Stage Investors”, May 2014 33 GE Ventures, “GE Partners with Frost Data Capital to Launch 30 New Industrial Internet Start-Ups”, May 2014 34 Wired, “Quirky and GE Partner to Conquer the Internet of Things”, November 2013 35 Techcrunch, “Quirky, GE Unveil Their Vision For The Connected Home”, November 2014 36 Triple Pundit, “Partnership Between GE and Quirky Presents a ‘Truly Brilliant’ Air Conditioner”, March 2014 37 GE Ventures, “GE Partners with Frost Data Capital to Launch 30 New Industrial Internet Start-Ups”, May 2014 38 CNET, “GE and Local Motors team up to make small-batch appliances”, March 2014 39 Cisco, “AT&T, Cisco, GE, IBM, and Intel Form Industrial Internet Consortium to Improve Integration of the Physical and Digital Worlds”, March 2014 References
  • 11. 11 Rightshore® is a trademark belonging to Capgemini CapgeminiConsultingistheglobalstrategyandtransformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation,frominnovativestrategytoexecutionandwith an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, our global team of over 3,600 talented individuals work with leading companiesandgovernmentstomasterDigitalTransformation, drawing on our understanding of the digital economy and our leadership in business transformation and organizational change. Find out more at: www.capgemini-consulting.com Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary. © 2015 Capgemini. All rights reserved. Authors For more information contact With almost 145,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2014 global revenues of EUR 10.573 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore® , its worldwide delivery model. Learn more about us at www.capgemini.com. About Capgemini and the Collaborative Business Experience Jerome Buvat jerome.buvat@capgemini.com Ashish Bisht Senior Consultant, Digital Transformation Research Institute ashish.bisht@capgemini.com Didier Bonnet didier.bonnet@capgemini.com Jerome Buvat Head of Digital Transformation Research Institute jerome.buvat@capgemini.com Subrahmanyam KVJ Manager, Digital Transformation Research Institute subrahmanyam.KVJ@capgemini.com Digital Transformation Research Institute dtri.in@capgemini.com