Digital Value Creation

Several studies have shown that less than 20% of digital transformations deliver significant value. Multiple researchers claim that hundreds of billions of dollars are wasted every year on IT projects that don't produce any business benefits.
Is there something we can learn from private equity' value focus to ensure our digital project will be one of the winners? I sure think so.
I always admired the relentless value creation focus of private equity. While public companies are often prone to endless technology pilots and experiments, private equity focuses their companies to the tangible business impact of such programs. They ask the management teams to do fewer initiatives with higher value delivered. So I assembled my favorite 6 questions I hear the most from private equity firms when they review and approve digital initiatives. I covered some of these in more detail in other videos. Check them out too.
QUESTION 1) What is the Art of the Possible?
One of the greatest way private equity guides conversations around digital transformation is to ask for the ultimate value impact of the project. This is often the best case scenario, but helps management determine if the "juice is worth the squeeze", so to speak. If the best case is not exciting enough, then a more realistic estimate will clearly miss the mark. Asking for the art of the possible also forces the business and IT to go beyond the safe and comfortable use cases for digital projects and push the agenda to areas with the highest value impact: revenue growth, customer retention and fundamental cost structure changes, not just process efficiencies.
QUESTION 2) What is the value of the project in cash flow terms?
Business valuations ultimately boil down to discounted cash flows. It may be harsh but everything we do in business is either increasing the value of our company or reduces it. Any project that does not create positive cash flows will hurt shareholder or equity value. That's just the physics of business. There is really no way around it. But value needs to be viewed enterprise wide and over time. A customer experience initiative will have negative cash flow within IT but bigger positive cash flow in sales. The reverse is also true. IT focusing on only TCO reductions within their own budgets vs focusing on enterprise cash flow impact in the business could be one of the main reasons why many IT projects end up creating little value.
PE firms push their companies to show value in hard benefits, free cash flow (that is EBITDA). Soft benefits are useful and they help with change management and adoption but no project should move forward until the hard benefits in cash terms are clear.
QUESTION 3) Who will sign up to the benefits?
By private equity logic, someone should own the benefit numbers. An executive with a P&L will need to commit to the cash flow / EBITDA impact in their budget. Not just the cost but the upside as well.  This is the true test of project buy-in. Many IT project managers complain that the business is not as engaged in the project as they should be. A great way to fix that is to ensure that some executive's success is tied to the financial success of the program. This also implies that the benefits will be significant enough to the business. A great conversation I heard was when an IT team asked their business counterpart the following: "how much in EBITDA gains does this project have to deliver to make it a priority for you?". There is always a number. And project teams that fail to ask are, frankly, asking to fail.
QUESTION 4) Do we have the right skills?
This may seem trivial but digital transformations require a new skillset. Most companies address the obvious skills, like developers, data scientists and project managers. There are other skills that are often missed. These include the roles focused on value creation. Ensuring that the program office has experience managing projects to value targe

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Some digital projects create millions in enterprise value while others struggle to make a tangible impact. A recent Accenture research shows that only 13% of digital transformations delivered their targeted value. What makes high impact projects so different? Over the last decade I've seen endless examples of both scaling and struggling digital transformations in private equity portfolio companies. Here's what I learned about digital projects that deliver great value.

There's a lot of talk about how the crisis accelerated digital projects. So what is the long term impact of the new speed of digital transformations

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Many gained confidence in their ability to produce results under stressful conditions with limited people and funds. Many businesses realized that they had the necessary digital talent all along in-house, and all they needed was to unleash them. 

By some estimates, there are 5-10 times more digital transformation projects underway than the same time last year. I'm not sure anybody really knows. What is clear, though, is how much faster projects move from idea to implementation. The same teams that had spent months pondering transformation programs, were now called upon to deliver them quickly. Their tactical initiative, all of a sudden became a mission-critical board-ready program. 

My discussion with Peter Bartek, President of Focused Technology Solutions at Marmon Berkshire Hathaway. In addition to successfully selling his company to Berkshire Hathaway, Peter is also a technologist and holds 18 patents on sensors and transportation safety. We discuss how sensors and IoT are evolving to improve industries, smart cities, and the quality of data available for businesses.
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Many project teams struggle with creating compelling business cases, and CFOs are often skeptical about whether they will deliver the value targets. There are great learnings from PE value creation plans that would make your business cases better. Here is how.

A private equity firm once told me they believed there were two kinds of business cases. One is the check-the-box business case where you have to satisfy some hurdle rate to get approval for your project. The other type is the bet-you-career value creation plans, where you measure delivering the stated financial benefits. The firm believed many companies went through business case development motions without any intention of measuring and delivering targeted results. 

Digital project teams often get frustrated when they think they have a high ROI, but the CFO or the board are not equally excited. Value creation plans can teach us a lot about how to build compelling business cases for the board.

ROI and value creation may sound similar, but they are very different approaches to results. I spent half my career with project teams developing ROI studies and then the other half around private equity firms thinking in terms of value creation plans. So let’s get to the three differences that could make your business case more impactful

I recently polled a few of my collaborators about lessons they learned from their digital endeavors. I wanted to hear unusual lessons beyond the cliches, like have an executive sponsor and align business and IT priorities. In the end, we had 20 ideas and voted on the top five.

Lesson 1) Decentralize innovation, centralize scale
Lesson 2) Have someone own the results
Lesson 3) Share the success with the team
Lesson 4) Outsource the mundane, insource innovation
Lesson 5) Speed - Cut time in half - Go for Speed