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Editor's Notes

• #3: We could see that the companies that successed in the digital world, manages to balance the digital business capability with the leadership capability. Most of us are still mobilisers 65%, exprimenters fighting to stay afloat, visionaries in somehwat slower paced industries, for now, digital leaderr are high tech themselves. We also aligned it with reserach by MIT of 400 companies in 30 countries and found that Mobilisers R -4% P – 24 Val -7 , whilst Dig Leaders R +9 % P +25 Val +12 On Digital capability Most co engaged in building up fucntional areas with digital 65% used it for mktg, 50% selling, 40% underst customers, less f delivery 50% percieved they were less digital than their customers, 65% hindered by current IT, 30% increased global reach, 40% launched new business models, 25% sacrificed current revenue On Digital Leadership capability 20% of boardmembers, digital, 30% agreed on new transformative vision, 30% doing enough digital experiments, 40% CEO lead Key dig, 50% started to listen on social media _____________ Research by MIT 500 senior exec in 400 companies in 30 countries, reconfrmed it in several of our studies. Tention that goes is between growth of new value vs control of current portfolio.. 65% beginners, 15, 15, 5 % leaders Experimenters R +6 % P - 11 Val -12 Visionaries R -10% P + 9 Val +7 Mobilisers R -4% P – 24 Val -7 Dig Leaders R +9 % P +25 Val +12 Growth vs control Creation of new value f customers and sharholders, new offerings, business models, differnet from current Control – driving for predicatability & productivity, finetuning, control of existing portfolio