Industrial technology corporations face a critical juncture to pivot business models further towards digital solutions. These can better drive customer value and capture a greater share of wallet, either as companions to mechanical product portfolios or as stand-alone revenue streams.
First version published: August 2020
Last updated: November 2021
Industrial technology corporations can increasingly capture value through digitally-enabled solutions
- Operators are investing in digital capabilities to address fast-changing customer and regulatory landscapes, optimise processes and make smarter decisions.
- This evolving landscape creates opportunities for disruption across industrial markets through new digitally-enabled technology solutions and business models.
- Diversified industrial technology corporations are increasingly transitioning to digi-mechanical portfolios to create more compelling, differentiated value propositions.
- Digi-mechanical or digitised product portfolios tend to translate to stronger financial performance.
The adoption of digital technologies
Growth and adoption of digital technologies in Plural end markets vary across applications. Fleet management and asset monitoring are the most prevalent.
The impact of Covid-19 on digital adoption in industrials
Whilst Covid-19 impacted budgets, the investment case for digital adoption has been strengthened. Many industrial operators are implementing digital solutions to address changing consumer needs and market landscapes and improve operating processes.
There are several ways diversified industrial corporations have evolved their business models to be more digital. These include:
- DigitiSing existing mechanical products.
- Adding complementary digital products to a mainly mechanical portfolio through Mergers and Acquisitions (M&A).
- Creating a complete digital solution organically and /or through M&A.
Industrial technology corporations must establish the appropriate customer-led digital strategy
Before implementing digital strategies, corporations should consider go-to-market factors and understand customer needs. Considerations include:
- Is the digital strategy aligned with end-to-end customer needs and behaviour?
- What is the size of the opportunity, market penetration, rate of adoption and external and internal barriers to adoption?
- How defensible is the technology? Can it be replicated, will it be disrupted, and what is the most attractive part of the value chain?
- Should the digital strategy be complementary to the existing portfolio or stand-alone model and revenue stream?
- Can the opportunity be accessed organically?
- Are there decision-making and channel synergies with the existing business?
- What core competencies and capabilities are required?