In each part, there is a presentation task as I'm an online student instead of doing my presentation in class. I required to send a recording file to my lecturer so I will need to have powerpoint...

In each part, there is a presentation task as I'm an online student instead of doing my presentation in class. I required to send a recording file to my lecturer so I will need to have powerpoint slides with note speakers, this is is about 5-10 mins recording. so 1-2 mins speaking in each part. And final report to submit on Turnitin is only 500 words Please read the description, lets me know if any question.


Harnessing the ‘bang’ Stories from the digital frontline 2 Introduction 3 Digital disruption is accelerating 4 Digital disruption’s fuse ignites 6 Telstra 8 AustralianSuper 12 The Search Party – a disruptor 16 UBank 18 Westfield 22 How organisations can prepare for action 26 Are you harnessing the ‘bang’? 28 Contents SOFTWARE IS EATING THE WORLD. IT’S CHANGING SO MANY ASPECTS OF OUR EVERYDAY LIVES – THE CARS WE DRIVE, THE APPLIANCES WE USE AT HOME, THE WAY WE CONNECT WITH LOVED ONES. AND BUSINESSES WE NORMALLY WOULDN’T THINK OF AS TECHNOLOGY BUSINESSES ARE USING SOFTWARE TO CHANGE THEIR PRODUCTS AND INDUSTRIES, FROM RUNNING SHOES TO OIL PIPELINES Atlassian co-founders Mike Cannon-Brookes and Scott Farquhar, and president Jay Simons Harnessing the ‘bang’ Stories from the digital frontline 3 Eighteen months ago when we released Digital disruption – Short fuse, big bang? the second paper in our Building the Lucky Country Series, we did not anticipate the extent to which its analysis would reverberate globally. Organisations around the world have responded, governments are interested, and the impact of digital disruption on the market has meant that those more digitally engaged businesses have seen increases in their revenues, while the more traditional players are experiencing shrinkage. We have asked four market- leading and very different organisations on the frontline of digital disruption to share their successes and their learnings Growing the lucky country together We said in our original paper in 2013, that the speed and thoughtfulness with which businesses responded in the digital age would determine their future, and this appears to be the case. As innovations constantly change our experiences, it is the opportunities we can find for scalable learning that is increasingly why we come together as organisations. In this report, we have asked four market-leading and very different organisations on the frontline of digital disruption in the Short fuse, big bang quadrant to share their successes and their learnings, as they continue to deal with their digital transformation from disruption. Many organisations, large and small, both public and private, understand the opportunities of digital; yet find the process of integrating platforms, people, and planning a constant challenge. As with all of our work at Deloitte, we hope you find these case studies useful and insightful. We also hope they challenge you to further reflect on your own organisation’s digital journey and most of all, encourage you to take action. SOFTWARE IS EATING THE WORLD. IT’S CHANGING SO MANY ASPECTS OF OUR EVERYDAY LIVES – THE CARS WE DRIVE, THE APPLIANCES WE USE AT HOME, THE WAY WE CONNECT WITH LOVED ONES. AND BUSINESSES WE NORMALLY WOULDN’T THINK OF AS TECHNOLOGY BUSINESSES ARE USING SOFTWARE TO CHANGE THEIR PRODUCTS AND INDUSTRIES, FROM RUNNING SHOES TO OIL PIPELINES 4 In the same vein, in the SME/mid-market sector, Deloitte shifted its core offering of compliance, tax and accounting services for private clients into a digitally delivered, software agnostic, cloud-supported advice model, that provides business owners with the opportunity to outsource their day-to-day financial activities and access a real-time view of their business, to focus on the future. Figure 1: Deloitte’s digital disruption map In 2012 Deloitte Australia projected the magnitude of digital disruption across 18 major industries, tracked in Australia by the Bureau of Statistics. Deloitte compared their vulnerability to the size and likely time frame of the impact. The findings were dramatic, with 65% of the nation’s economy and 13 of the 18 industries either experiencing or very soon to experience a big bang disruption. Deloitte’s strategy to build new innovative and agile business models to manage digital upheaval and position for the future has resulted in an alliance with global data analytics firm, Kaggle, research group 10EQS, and Silicon Valley big data analytics company Guavus. Deloitte has acquired growth strategists Monitor and Doblin, as well as Deloitte Access Economics in Australia to ensure the economics and market predictions for growth stack up. Also in the professional services sector, Quicken is an interesting example of a company dealing with disruption that straddles both professional and financial services. Quicken’s original service provision was delivering accounting services online to small businesses. Realising the value of the data it obtained on all of its clients, it adapted its business model to take advantage of this asset. It is now the third largest mortgage underwriter in the US today. Less than two years ago Deloitte released its seminal report Digital disruption – Short fuse, big bang? In it we warned that two thirds of the Australian economy, both public and private, would experience significant digital disruption within the next five years. The stark reality is that it has been more like five months for 65% of the Australian economy – including Deloitte’s own professional services sector – to realise we are in the cross hairs of digital disruption. Big bang map predictions – how do they stack up? In one of the most disrupted sectors – Information Communications Telecommunications (ICT) and media – digital continues to pressure print, and business models are scrambling to respond. Over the past 18 months international newspapers have sent their digital arms into Australia to further disrupt Fairfax and News. Telstra is divesting assets such as its print arm Sensis in order to realign its portfolio to focus on a range of different digital investments aligned with its Digital First strategy. The retail sector has accepted that, although perhaps only 3-5% of domestic sales are online, a significant slice of the Australian market purchase internationally online, and at least 80% of domestic apparel sales are influenced by online research. In the face of this increased competition with international retailers now reaching our shores in a combination of online and bricks and mortar outlets, Australia’s incumbents – the grand old department store dames of Australia’s fashion, Myer and David Jones – have moved on from their proposed merger to stave off disruptive competition, with the board of David Jones recommending shareholders vote in favour of the takeover offer by South African retailer Woolworths. In professional services (predicted by ‘Short fuse, big bang’ report to suffer a 40% impact within two and a half years) Deloitte1 heeded the report’s warnings and was a first mover, absorbing Australia’s largest web-developer Eclipse into its business in the early 2000s – now its fully-fledged digital business, Deloitte Digital. Also in the sector, a newcomer – the New-Zealand based cloud accounting service provider Xero – has rocketed up the share trading indices. Although its US$3.7billion market capitalisation was achieved by a company yet-to- make a profit, as at 21 March 2014, funds that track the Global Index had to include Xero in their portfolios to benchmark performance. Digital disruption is accelerating 1 The Innovator’s Solution: Deloitte called the changes at the ‘turn of the 21st century’ with research through Harvard University Press from Clayton Christensen and Deloitte’s own Michael Raynor in the Innovator’s Solution. That was when it took the decision to maintain its consulting arm and continues to build its own technological, digital and innovative expertise, which today has morphed into Deloitte Digital in Australia, and the Centre for the Edge, both here and in Silicon Valley. Over the past few years Deloitte has also partnered with non-traditional disrupters and strategists who know how to help Australian companies successfully navigate digital, design and data analytic business models. Harnessing the ‘bang’ Stories from the digital frontline 5 Also in the USA, Facebook, which recently celebrated its ten-year milestone, bought the mobile photo sharing application Instagram for US$1billion, WhatsApp for $21billion and Oculus Rift, a virtual reality gaming headset, for $2billion. The latter transaction notching up the highest price paid for an ‘as yet profitless’ start-up since Google bought YouTube in 2006. Closer to home, IBM recently announced a major repositioning; redeploying thousands of employees to better compete in a market focused on cloud computing, mobility and analytics. The former ‘Big Blue’ acquired infrastructure player SoftLayer for US$1.2billion last July, and is expanding its ‘software as a service’ and cloud and connected services from Singapore into Australia this year. It plans 15 new data centres, with the first two due to come online in the second half of 2014. Globally, companies like Microsoft, Citrix and Cisco have a lot of cash sitting on their balance sheets and are looking to invest before shareholders seek capital distributions. The Long fuse map quadrant is beginning to take the heat According to the Deloitte digital disruption map, Government Services, Transport and Post as well as Health have a longer fuse, although they are still expected to take a significant impact from digital change. Somewhat predictably, mail volumes for Australia Post have plummeted over the past few years and are expected to decline by a further 40-50 per cent over the next five years. In a recent announcement Australia Post CEO Ahmed Fahour said: “By 2020 we will only be delivering about 25 per cent of the letter volume that we were delivering in 2008. And furthermore, by 2025 – only 10 years from now – the letters business in Australia will have completely evaporated and accumulated billions of dollars of losses.” In addition to shrinking mail volumes, the postal giant remains constrained by its public service mandate, and to a certain extent, its retail arms. Although it is bolstering its profitable parcel delivery services and investing in online shopping to balance its letters’ business. Also across the Tasman, in a clear sign that emails and texts have finally rendered snail mail an endangered species, last year NZ Post reduced its letter-delivery services to just three days a week. In health, e-health opportunities continue to gather momentum, but remain too slow for many. How we currently interact with the available technology lags far behind current cultural shifts. The expectations, ability and understanding of ‘digital natives’, those under-35s, as they shift into middle management positions in health as well as every other industry, are presently and frustratingly limited, constrained by available technological and regulatory environments. Nevertheless organisations like the Victorian Comprehensive Cancer Centre (VCCC) acknowledge that technology is, and will continue to, play an increasingly critical role in accessing insights from data. To this end they are investing in an innovative IT solution to probe the vast, complex and continually growing body of data and knowledge. Technological solutions will help the organisation to consolidate, analyse and share information with patients, clinicians and researchers in oncology. This will become a very valuable support tool for cancer treatment and research. Another example ahead of the curve is an ophthalmoscope – an advance in e-health that enables an optometrist and general practitioner to determine the state of a patient’s retina and iris, an indicator of many other health conditions, and an adjunct that can also be used in other industries for identity. Emerging countries that by necessity have leapfrogged the constraints of big centralised health and regulatory systems, are now enjoying the advantages of a 4G environment. In addition it is possible to deploy such technology as the ophthalmoscope as a mobile app, meeting much needed outcomes, and avoiding the issues of, ‘process’. Long fuse, small bang – significant changes The manufacturing sector – in the bottom right hand quadrant of the Deloitte digital disruption map and the segment with the longest fuse and the least impact from digital – has also undergone a significant change over the past two years. The sector appears to be stagnating and faces dire consequences without the energy of digital transformation. For example, Holden and Toyota, reel from recent closure announcements, reflecting the drag of traditional economic forces such as the exchange rate and international competition. However in the US, the Tesla CEO (co-founder of PayPal) powers ahead selling electric cars over the Internet, direct to consumers. Tesla has also ensured its bottom line by investing in battery manufacturing plants for instance. On another level, the formerly ‘fantastic’ and wildly ‘futuristic’ concepts of 3D printing are now fast becoming a reality, threatening to change the face of manufacturing, and, along with it the labour forces needed to produce physical goods. Against this high-velocity change backdrop, Deloitte decided to take an in-depth look at how some of Australia’s market-leading organisations in the Short fuse, big bang position on our digital disruption map are dealing with their changing world. In this report we interview these long-standing businesses that have had to make hard choices in terms of change, but are
May 27, 2021MBA633
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