OccupierEdge_Autumn2016

We see digitization as the driving strategy for many global businesses; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitizing the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and

smart phone apps, but back office processes, enhancing organizational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.

In reality, the evolution of technology and the consumer and business related trends is creating a world of digital disruption which has far reaching impacts for traditional business models for every company in every sector. Many companies are now trying to understand how they can become digital businesses. If the Chief Executive Officer is not personally driving the agenda, we are seeing Chief Digital Officers being appointed at banks and financial

services companies, legal and professional services firms, life sciences and FMCG companies. They all want to develop digital processes, cultures and workplaces. Around 50% of financial services employees are now engaged in IT and technology related roles, and so these companies are competing with the likes of Google and Microsoft for the top talent as employees are switching between sectors for the best opportunities.* Without developing digital cultures to meet the expectations and workstyles of these key individuals, these traditional organizations risk being left behind.

* “Future Financial Workplace” Report, Cushman & Wakefield

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