Studie: M&A Treiber für die digitale Transformation

Figure 9 To what extent

Figure 9 To what extent are digital technologies used for the following activities of your firm? (5 = to a large extent, 1 = not at all) Mean shown Support processes (e.g., Customer support) 4.27 Operational processes 4.11 Risk management Analysis of unstructured data (e.g., emails, voice recordings, contracts, etc.) Strategic decisions (e.g., location decisions, goal setting) 3.99 3.97 3.88 Capital market communication 3.76 M&A decisions (e.g., determine targets) 3.56 Compliance improvements (e.g., fraud/corruption protection) 3.51 Note: n = 150 = statistically significant difference to other answer options Figure 10 To what extent are digital technologies used for the following activities of your firm? Support processes (e.g., Customer support) 3% 13% 37% 47% Operational processes 17% 55% 28% Risk management 1% 3% 23% 44% 29% Analysis of unstructured data (e.g., emails, voice recordings, contracts, etc.) 3% 25% 45% 27% Strategic decisions (e.g., location decisions, goal setting) 2% 7% 21% 43% 27% Capital market communication 6% 31% 43% 20% M&A decisions (e.g., determine targets) 3% 18% 20% 38% 21% Compliance improvements (e.g., fraud/corruption protection) 2% 13% 35% 33% 17% Not at all To a limited extent To a moderate extent To a large extent To a very large extent Note: n = 150 16

2.5 Motivating management One area in particular where there is scope for many businesses to do more is in harnessing the power of digital tools – including advanced analytics, big data and cloud apps – to drive planning and strategy through improvements to managerial processes. Too few companies recognise the potential of digitalisation to enhance the way their organisations are managed and led, as well as to improve the value proposition. Some strides in this regard are now being made. The greatest progress has been achieved in harnessing digitalisation to move towards a more adaptive strategy and planning process (figure 11). This is important – digital transformation should provide businesses with the means to institute a continuous feedback loop where decision-making is improved and accelerated thanks to real-time business insight. Indeed, many businesses in this research point to a shortened planning cycle and the value of real-time access to company data. Elsewhere, however, progress has been slower. Businesses are less likely to be pleased with the way in which digitalisation has improved collaboration at senior levels of the company. There is also a lag in the number of businesses making decisions on the basis of real-time information. Overall, moreover, many companies are not yet seeing clear impacts from digitalisation on the decisions of their executive or supervisory boards. This suggests the benefits of digitalisation are not yet Figure 11 Please indicate how digitalisation changed the organisation and processes of managerial activity in your firm? (5= to a very large extent, 1- not at all) Mean shown Increasingly adaptive strategy and planning processes 4.06 Shorter planning horizon of strategy drafts 3.84 Global real-time access to company data for all management levels 3.82 Closer collaboration and proactive exchange between supervisory board and management board 3.81 Optimised composition of supervisory board and management board in terms of size, e.g., to guarantee rapid action 3.81 Decisions made on the basis of real-time information 3.79 Optimised composition of supervisory board and management board in terms of digital skills 3.74 Note: N = 150 = statistically significant difference to other answer options 17