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coming from le level and quantity of data and brainstorms of new scenarios that can arise and
analytics to support a huge increase in operational question their competitive advantage, as well as
efficiency and effectiveness. However, the right in- new capabilities or proprietary assets foreseen in
telligence must be accessible in real time and in the the market.
right place to deploy all the possible advantages,
so both implementation and usage process of this
big bunch of data are a key driver of change. 3.2 The four “who and how”
iv) New business models i) Platforms and partners
This new environment, enabled by the digital re- Of course, the digital disruption is based on a
volution in place, requires a specific approach to change in platforms involved in the end-to-end pro-
keep looking at the future disruptiveness within cesses. Choosing and building the right platforms
the existing business model and the creation of – and choosing the right partners – is an essen-
new, standalone, revenue-generating businesses. tial decision; it is critical as well to decide where to
Executives in each company should continuously compete and where to partner in developing the

digital strategy, especially when it goes far from the ii) Data and analytics
core competences of the company. Three main pil- Putting data at the heart of decision making is
lars must be taken in consideration to succeed in the key way to identify opportunities for more effi-
this strategy: ciency, boost profitability, reduce costs and effecti-
• integration with third-parties is mandatory and vely manage resource. Digital is a great enabler of
not an option; every industry is going toward this change, giving the possibility to provide and
an open ecosystem, and collaborating with analyze huge amount of data. Intelligence in the
new partners and customers is key; right hands at the right time eliminates guesswork
• core must be protected; in every business, and feed more accurate and insightful decision
a non-collaborative area should be taken, to making processes; for this reason, data is most
prevent competitive advantages to be lost or effective when it is central to process, accessible
diluted in the ecosystem; to the right people and seamlessly integrated into
• platforms to be developed should be scala- workflows and everyday routine.
ble and easy to build upon; reaching a critical
mass is the only way to reach a significant va- iii) Operating model and people
lue of the innovation pursued, therefore, plat- Companies are moving away from traditional hie-
forms should be designed and launched in a rarchical organization or starting project defining
way that most efficiently enables this scale to charts as the first steps. They tend now to embed
be reached. new soft elements first – how people get things

54 Impiantistica Italiana - Maggio - Giugno 2018