Digital transformation review_7

N° 07 FEBRUARY 2015
Strategies for the Age of Digital Disruption

DIGITAL TRANSFORMATION REVIEW
Strategies for the Age of Digital Disruption
CapgeminiConsulting’sEditorialBoard
didier.bonnet@capgemini.com,
@didiebon
@capgeminiconsul
www.linkedin.com/company/capgemini-consulting
N° 07 FEBRUARY 2015
Chief Executive Officer
Senior Vice President
Chief Digital Officer
Head of Research
Cyril Garcia
Didier Bonnet
Fernando Alvarez Tabio
Jerome Buvat
jerome.buvat@capgemini.com,
@jeromebuvat
dtri.in@capgemini.com
Research Institute
The Digital Transformation
www.capgemini-consulting.com

Contents
8
12
22
28
36
The Age of Digital Disruption: Editorial
Digital Disruptions: Making Sense of it All
Fast Thinking: Reinventing Strategy for a
Digitally-Disrupted World
Rita McGrath, Columbia Business School
A New French Revolution? Building a National Economy
for the Digital Age
Philippe Lemoine
The Power of Sharing: How Collaborative Business
Models are Shaping a New Economy
Rachel Botsman
15 Startups to Watch in 2015
Brian Solis, Altimeter Group

78
52
60
68
Winning Digital Disruptions
Collaboration Redeﬁned: Engaging with The Disruptor
When Digital Disruptions Strike: How Can Incumbents Respond?
by Capgemini Consulting
Black Swan Startups: Spotting Tomorrow’s Big Digital Disruptors
Saul Klein, Index Ventures
Riding the Wave of Digital Disruption: Scripting a New
Digital Future, the FT Way
Caspar de Bono, Financial Times
44The Silicon Network: How Big Corporates and Digital
Startups Can Create a More Innovative World
David Cohen, Techstars
Designing Transformational Business Models
Serguei Netessine, INSEAD

DIGITAL TRANSFORMATION REVIEW N° 076
The Age of Digital Disruption – Editorial
T
hese are uncertain and
challenging times for
traditional organizations
across every industry. The digital
economy is turning the traditional
rules of the game upside down, as
a scan of business press headlines
illustrates. “Since 2000, 52% of
companies in the Fortune 500
have either gone bankrupt, been
acquired or ceased to existi
”.
“Uber Valued at $40 Billion in
$1.2 Billion Equity Fundingii
.”
“Is Silicon Valley the Future of
Finance?iii
” “How Bitcoin can and
will disrupt the financial systemiv
.”
This small sample of recent press
headlines reveals why the leaders
of traditional organizations might
feel a strong sense of disquiet.
Disruption can happen at any
time, in any sector, and its effect
on traditional organizations can
be fundamental. Against this
backdrop, this seventh edition of
the Digital Transformation Review
is dedicated to three themes:
• Understanding more about the
nature and context of digital
disruption, from assessing
where disruptors gain their
competitive advantage to the
emerging disruptors of the
coming years.
• Examining how collaboration
and engagement can help both
incumbents and disruptors.
How can we plan for the
emergence of disruptors?
We open the Review with Rita
Gunther McGrath, a professor at
Columbia Business School, who
is a globally recognized expert on
strategy in uncertain and volatile
environments. “It is important
to understand that most digital
disruptions don’t happen suddenly.
They take place over time,” she
explains. “Most companies often
get so caught up in everyday
operations that they don’t take a
step back to think about what the
future might hold.”
Why are we seeing so many
disruptions?
Philippe Lemoine, who recently
authored a report for the French
government on the digital
transformation of the country’s
economy, outlines three factors
driving disruption: automation,
dematerialization (substitution of
physical products and processes
with digital alternatives) and
changes to the value chain.
• Assessing the most effective
strategic response to existing
disruptions with an analysis
by Capgemini Consulting of
incumbents’ winning strategies.
Digital Disruptions –
Making Sense of It All
Working with a global panel
of industry leaders, venture
capitalists and academics (see
Figure 1), we have built a detailed
picture of the digital disruption
phenomenon, probing the key
questions that organizations need
answers to:
• How can we plan for the
emergence of disruptors?
• Why are we seeing so many
disruptions?
• What shape are these
disruptions taking?
• Which startups are likely to
emerge to disrupt sector value
chains over the coming years?
i Forbes, “Ray Wang: Cloud Is The ‘Foundation For Digital Transformation’”, December 2014
ii Bloomberg, “Uber Valued at $40 Billion in $1.2 Billion Equity Funding”, December 2014
iii NY Mag, “Is Silicon Valley the Future of Finance?”, June 2014
iv Visual Capitalist, “How Bitcoin can and will disrupt the financial system”, July 2014
The Age of Digital Disruption
Introduction By Capgemini Consulting’s Editorial Board

DIGITAL TRANSFORMATION REVIEW N° 07 7
What shape are these
disruptions taking?
Rachel Botsman is a global
thought leader on one of the
emerging business models of
the disruptive segment: the
collaborative economy. “The
collaborative economy drives a
shift from centralized asset-heavy
organizations to decentralized
asset-light networks and
marketplaces,” she explains. “It
typically does this by creating
business models that enable
underutilized assets - from spaces
to skills to “stuff” - to be used more
efficiently.” She believes there are
five key drivers of disruption –
wastage of resources, redundancy,
complexity, limited access and
broken trust. Each of these areas
creates new opportunities for
startups and incumbents alike.
Which startups are likely to
emerge to disrupt sector value
chains over the coming years?
Brian Solis is a digital analyst,
anthropologist, and futurist at
Altimeter Group. He studies the
effects of disruptive technology
on business and society. He
identifies a select set of startups
that he believes will start hitting
the headlines in 2015. The eclectic
list spans companies from the
sharing economy, virtual reality,
3D Printing and more.
Collaboration Redeﬁned
– Engaging with Potential
Disruptors
Understanding the nature and
contextofdisruptionisthefirststep.
Crafting a response is the second,
and collaboration and engagement
are important approaches that
Rachel Botsman,
Sydney, Australia
Serguei Netessine,
SingaporeRita McGrath,
New York, USA
Caspar de
Bono,
London, UK
Saul Klein,
London, UK
David Cohen
Boulder, Colorado, USA
Philippe Lemoine
Paris, France
Brian Solis,
San Francisco, USA
Figure 1: Guest Contributors to the Digital Transformation Review N 07
many large firms are often
ignoring. There are, however,
some traditional incumbents that
understand that they do not have
all the answers and are partnering
with startups across sectors. We
spoke to two individuals who are
closely associated with startups to
understand how incumbents can
engage with startups at an early
stage of their lifecycle. This allows
the incumbent and potential future
disruptor to cooperate rather than
simply compete.
David Cohen is the founder,
Managing Partner, and CEO of
startup accelerator Techstars. The
Techstarsnetworkhassofarfunded
484 companies and it works with
large corporates to run mutually
valuable mentoring initiatives.
“Techstars runs the program and
is also the investor. The corporates
don’t take direct equity in the
startup; they don’t take rights to
o

The Age of Digital Disruption – Editorial
follow on or acquire the startup or
anything like that,” he explains.
“They simply provide mentors and
access to their technologies.” By
doing so, these corporates secure
new insights into how third-
parties can use their APIs and data
in innovative ways.
Saul Klein is a Partner with
Index Ventures, an early-stage
venture capital firm with €3
billion under management and a
portfolio of 140 companies across
20 countries in almost all sectors.
Saul Klein believes that traditional
incumbents need to respond to
‘big-bang’ disruption by really
engaging with smaller companies,
not in the least because the
Figure 2: Response Tactics of Successful Incumbents
Judicial Route
32%
36%
48%
Acquiring
Competition
Acquiring Digital
Talent
32%
Mimicking
Competition
smaller firms are often driving the
technology innovation. Instead,
he argues, big companies focus on
buyingfrombigcompaniesandfail
to engage with small companies.
He says: “Big companies will truly
engage with the startup ecosystem
when they spend between 5% and
25% of their tech and innovation
budget with a small company.”
Source: Capgemini Consulting Analysis
N = 84
Note: Figures refer to percentage of companies adopting a particular approach. Multiple responses per company

Winning Digital Disruptions
Responding to digital disruption
is now a critical weapon that all
organizations need to have in their
strategic armory. The story of the
Financial Times’s response to the
digital disruption of the media
industry is a salutary example.
Caspar de Bono, Managing
Director, B2B at the FT, outlines
the organization’s response and
how it has turned digital disruption
to its advantage, with digital
subscriptions now constituting
nearly two-thirds of the FT’s total
paying audience. “Technology
helped us establish a direct
relationship with customers,” he
explains. “This was very disruptive
and the FT has significantly
benefited from this disruption.”
A key response to digital
disruption is to constantly
innovate business models. Serguei
Netessine, professor at INSEAD
in Singapore, believes that most
companies do not focus enough
on their business models and that
is a major handicap when they are
faced with disruption. His research
has revealed that only 5% of
companies practice business model
innovation and he proposes an
alternative framework to improve
performance.
We close this seventh edition of the
Digital Transformation Review
with Capgemini Consulting’s
view on how organizations can
respond when digital disruptions
strike. Our research, involving
over 100 companies, draws on the
lessons learned from incumbents
that have successfully tackled
disruption and outlines the key
strategic responses. Our analysis
shows that successful companies
have a relatively even spread across
different tactics (see Figure 2): they
have acquired competition, hired
digital talent and gone down the
legal route too.
For more information, please contact:
Didier Bonnet (didier.bonnet@capgemini.com, @didiebon)
Jerome Buvat (jerome.buvat@capgemini.com, @jeromebuvat)
The Digital Transformation Research Institute (dtri.in@capgemini.com)
We hope this edition of the Digital
Transformation Review has helped
increase understanding of the
disruptive and challenging times
we live in. Digital disruption is a
fact of life and a sweeping force for
business change. Senior executives
therefore need to be confident in
their abilities to assess and respond
to exactly this kind of disruption.
We hope this Review has helped in
that regard and please do contact
us if you would like to discuss any
of these issues further.

Digital Disruptions:
Making Sense of it All

Fast Thinking: Reinventing
Strategy for a Digitally-
Disrupted World
Interview with
Rita McGrath
– Professor at Columbia Business School
@rgmcgrath
R
ita Gunther McGrath, a Professor at Columbia Business School, is
a globally recognized expert on strategy in uncertain and volatile
environments. She is a popular instructor, a sought-after speaker,
and a consultant to various senior leadership teams. She was chosen as one
of the top10 global management thinkers in the 2013 Thinkers50 awards,
and won the strategy category. In her latest book – “The End of Competitive
Advantage: How to Keep Your Strategy Moving as Fast As Your Business” –
she outlines a new approach to strategy in an economy defined by transient
advantage. Capgemini Consulting interviewed Rita McGrath to understand
how companies can steer themselves around digital disruptions.
Fast Thinking: Reinventing Strategy for a Digitally-Disrupted World

Companies should
pay attention to
areas where startups
are identifying
and addressing a
customer pain point.
Staying Tuned to Digital
Disruptions
How can companies identify
technologies or startups that
are truly disruptive?
It is difficult for companies to
distinguish the truly disruptive
startups from the hype. This is
because most startups never really
achieve critical mass. However,
I think what companies can do is
pay attention to where startups
have identified and are addressing
a customer pain point. They should
ask themselves: “Where are some
of these digital startups solving a
problem for my customers where
I’m doing less of a good job? What
are the areas where my business
model is making our customers
unhappy?” Companies that fail
to do this, and have dissatisfied
customers, leave themselves
vulnerable to digital disruption.
A great example of this is the cable
television industry in America.
In a digital world, consumers
have grown accustomed to
on-demand services. But US
cable television companies still
force their customers to pay for
expensive packages rather than
giving them the option to pay only
for what they want to watch. US
cable companies are illustrative
of a class of incumbents that has
a lot to worry about from digital
disruptions.
Is there a way in which
companies can anticipate
potential future disruptions?
Yes, companies can spot the early
warning signs of disruption by
looking at the right data. There
are three categories of data – I call
these lagging, current and leading
indicators. Lagging indicators are
often highly accurate and precise
but they only reflect past events
that can’t be changed. Most
financial information, including
profitability, is a lagging indicator.
A company’s profits today are
a function of what it did for
customers and how it responded
to competition in the past. Current
indicators, on the other hand,
are data about where a company
stands at the moment. Examples
of current indicators include
inventory levels or the pipeline
of opportunities. Finally, leading
indicators provide information
on where a company might be
headed. They are often subjective
and are hard to get a consensus
around because people frequently
disagree about their meaning. As
a result, they are often overlooked.
An example of a leading indicator
could be data that shows a new
product from an unconventional
competitor gaining popularity
with customers. This could be an
early warning sign of disruption.
Companiesthatonlylookatlagging
indicators tend to systematically
under-invest in the things that will
drive profitability in the future. It
is important to understand that
most digital disruptions don’t
happen suddenly. They take place
over time. So, I always recommend
that companies really think hard
about leading indicators. But in
many companies, the processes
for detecting leading indicators are
incredibly weak. Most companies
often get so caught up in everyday
operations that they don’t take a
step back to think about what the
future might hold.
Could you give us an example
of a company or an industry
that failed to anticipate digital
disruptions?
Yes, the print news media business
is an example of an entire industry
that overlooked digital disruption
because it was too focused on
routine issues. A person from the
industry that I spoke with had
a very interesting observation
on this. She said: “If you were a
news company executive in days

gone by, you weren’t worried
about the news or necessarily the
revenue. You were worried about
things like unionized workers
striking, the price of fuel, and
the distribution and cost of the
paper. These were the things on
your mind. You weren’t thinking
about who was going to buy ads
if consumers shifted to digital.” I
thought that was very interesting.
If you’re worried about issues like
union contracts, then your line of
sight to what could fundamentally
undermine your revenue flows is
very weak.
Responding to Digital
Disruptions: Success Lies in
Openness to Change
How do large companies
typically react when faced with
disruptions?
The reaction occurs in stages.
The first stage is denial. For
instance, a company might say:
“Oh, that’s just a two-person
startup, how could it possibly
hurt us?” This kind of denial is a
problem. It results in companies
not classifying a disruption as
a threat. Then, there’s the stage
where companies get alarmed
and realize that the disruption
could indeed have a significant
impact. And the third stage is
when companies try to deal with
the disruption by trying to stamp
14
Denial is a problem
because it results
in companies
not classifying a
disruption as a
threat.
it out. For instance, many large
companies end up acquiring a
would-be disruptor just to weed
out potential competition. They
put the disruptor’s technology
on ice and continue to do what
they’re doing. There are some
exceptions to this, like Avis. It saw
ZipCar as a viable business model
and has continued to support it
even after acquiring the company.
What are the main challenges
that companies face in reacting
to disruptions?
Technology is seldom the
problem. The big issues tend to
be political. Resources get locked
into divisions, because senior
executives want to hold on to
their resources and not let go.
You have cases where powerful
political players feel threatened by
innovation and try and bury it so
that it never sees the light of day.
You also have situations where
coalitions build up in companies,
and groups of executives decide
to work against a disruptive new
innovation because none of them

want it to happen. Unfortunately,
the right path is ignored when
companies get into these political
situations.
15
Companies often
find it very hard to
acknowledge that
their old business
model does not work
anymore.
The other reason why companies
are unable to deal with
disruptions fast enough is due
to a phenomenon that can be
called “nostalgia as business
strategy”. By this I mean that
companies often find it very hard
to acknowledge that their old
business model does not work
anymore. They find themselves
unable to conceive of a new
reality. Take the leaders at RIM
(now BlackBerry), for example.
They had never experienced a
serious setback so the thought that
their business could evaporate
was inconceivable to them. They
were so confident about their hold
over the business user segment
that it didn’t even dawn on them
that the iPhone or the Android
devices could become legitimate
threats. They saw the onslaught
coming but more or less ignored
it.
In your opinion, why was
Sony not as successful as
Apple in the digital music
business, despite having all the
technology for it?
Sony is a classic example of a
company that ceded its entire
dominance of a market because
it tried too hard to preserve
the status quo. Sony actually
increased its investment in its
Walkman division when it faced
the disruption of digital music
players. So, despite having all
the technology for digital music
players – including the hardware,
software and the content –
Sony failed to capitalize on
the opportunity. Sony also
faltered in its ability to get all
its different teams to collaborate
and work together on digital
music players. The teams had
conflicting visions for Sony. The
hardware team wanted to charge
for hardware and give away
software for free. The content
team, on the other hand, wanted
to charge for content and give
away hardware for free. There
was no one who mediated the
differences between the different
teams. At Apple, on the other
hand, Steve Jobs played the role
of a centralizing function. He
was able to bring the different
warring parts of the company
together and ensure that they all
worked towards the same vision.
How has Fuji been so successful
in reinventing its business model,
where players like Kodak were
unable to do so?
The CEO of Fuji brought in
a different mindset to the
organization. This helped it
withstand digital disruptions
much better than others,
like Kodak, which went
bankrupt. He was prepared to
throw the full weight of the
company behind doing things
differently. He commissioned
a study of Fuji’s administrative
overheads and even though
they were doing much better
than their Japanese peers, he
said: “It’s not good enough.” He
decided that Fuji needed to do
away with consensus decision-
making, be more proactive and
take tougher decisions. I think
this ultimately led to Fuji’s
success.
At Apple, Steve Jobs
was able to bring
the different warring
parts of the company
together and ensure
that they all worked
towards the same
vision.

Establish a common
set of values and
shared beliefs to
break down
organizational silos
Give more autonomy
to employees, while
maintaining a strong
central framework
Develop the ability to
continually reallocate
resources and
reorganize rapidly
Look for opportunities
outside of industry
boundaries
E.g. data that shows a new product from an
unconventional competitor gaining
popularity with customers.
Pay attention to where
startups are addressing a
customer pain point
Think hard about leading indicators
Fast Thinking: Reinventing Strategy for
a Digitally-Disrupted World
Staying Tuned to Digital Disruptions
Most companies often get so caught up in everyday operations
that they don’t take a step back to think about what the future might hold.
- Professor Rita McGrath
Building Resilient Organizational Structures

17
The payment industry is
witnessing a lot of disruptions
due to startups. If you were
the CEO of MasterCard, how
would you respond to these
disruptions?
As CEO, I would first of all look
at business practices that are
making our customers unhappy.
For instance, companies like
Visa and MasterCard tend to
charge merchants very high
interchange fees. I would look
at this very seriously because
I think what they’re doing is
not sustainable. There is bound
to be a customer backlash
at some point. I would also
watch the startups and new
entrants operating in this
space very closely to see how
MasterCard could reinvent
itself for the digital world,
rather than defend its existing
way of doing business. Mobile
payment startups like LevelUp
have already begun to put
pressure on the existing model.
When customers use LevelUp’s
mobile app to make purchases,
merchants need to pay only
a fraction of the interchange
charges that traditional cards
cost them. LevelUp makes
this possible by aggregating a
large number of transactions
through the day before hitting
the interchange system once.
This could be potentially very
disruptive for the payments
industry. Interestingly, Apple’s
payments model is hurting the
banks more than it is hurting
the major card companies,
even though it is claiming
revenues from financial
services businesses for itself.
It remains to be seen how they
will compete when and if their
business makes serious inroads
into payment behaviour.
Would you consider Airbnb to be
a threat to the hotel industry?
I think there are two ways to
look at this. In some ways, we
could say that Airbnb has not
necessarily been a direct threat
to large hotel chains because
it has primarily targeted a
different customer segment.
This is a segment that was not
travelling earlier because it
could not afford hotel stays.
So, in that sense, Airbnb may
have extended the size of the
overall market without taking
away that much business from
the large hotel chains.
But in the future, Airbnb is
likely to be much more of a
direct threat to large hotels. We
are now starting to see Airbnb
break into a market that has
long been the staple of large
hotels – the business traveller
segment. Airbnb offers novelty
to business travellers, for whom
staying constantly in hotels
often becomes an unexciting
experience. It is now making it
possible for business travellers
to get Airbnb stays reimbursed
through their corporate
accounts. If business travellers
start using Airbnb more
frequently, I think it could be
very disruptive to the existing
hotel business.
If you were the CEO of a major
hotel chain, how would you
react to the disruption caused by
Airbnb?
I would think of ways in
which we could become more
competitive in comparison to
players like Airbnb. So, I would
evaluate what makes Airbnb
attractive to people besides a
lower price. For instance, some
people prefer the authentic
experience, having a local host,
and the personal atmosphere of
a private accommodation. And
then I would try to see if I could
potentially add those attributes
to my offer.
For example, some hotels are
now focusing increasingly on
millennials. Millennial business
travellers tend to differ from
their baby boomer counterparts
in how they like to spend
time at a hotel. While baby
boomers prefer to remain in
their room at the end of a long
day, millennials like to be in a

18
Being stable at
the core enables
companies to take
the right decisions at
the right time.
more communal and shared
environment. So, some hotels
are starting to reshape their
physical plants to create such
environments for Millennials.
In your view, how should
companies time their shift to new
business models?
It’s really hard to get the timing
right. Companies need to
simultaneously disengage from
an existing business model
while engaging with a new
one, which is very tricky. It has
to be done very systematically.
Companies should start with
the early adopters among
their customers, shifting them
first to a new business model,
and then gradually shift more
mainstream customers to it.
The sequence is important
because not all customers will
be ready for a new business
model at the same time.
Netflix, for example, understood
that it needed to transition
from DVDs to streaming video,
but it did not manage the
transition correctly. Many of
Netflix’s reconfiguration moves
infuriated customers. For
example, Netflix lost a large
number of customers when it
decided to split its streaming
and DVD businesses into two
separate companies. The split
meant that each service would
Building Resilient
Organizational Structures
How can companies build an
organization that is resilient to
disruptions?
During the research for my
book, I found that stability
is the key to creating an
organization that is resilient to
Giving more
autonomy to
employees is
a big part of
creating a resilient
organization.
have its own separate website
and management. While Netflix
was convinced that customers
would prefer streaming to
DVDs, customers were actually
very unhappy with this move
because it meant that they
needed to store their content
on both websites if they wanted
to continue to access both
formats. Further, since DVDs
offered more movie choices at
that point, it also meant that
customers would need to look
in both places if they wanted to
find what they were looking for.
In trying to force the transition
on customers who were not
ready for it, Netflix made a
major strategic mistake.
disruption. Being stable at the
core enables companies to take
the right decisions at the right
time. To achieve this stability,
companies need to reduce the
uncertainty associated with
business model transitions.
Companies that have been
able to survive disruptions
successfully have crafted
social structures that reduce
this uncertainty. In these
companies, employees tend to
worry less about organizational
roles and structures than in less
successful companies.
In order to create stability,
companies should establish
a common set of values and
shared beliefs. These help
break down silos across the
organization. Take the US-
based electricity distributor
Atmos Energy. It has an HR
department whose main goal
is to implement these common
values. When everyone knows
all the ground rules, you have
this thread of stability that

runs at the core of how the
business operates. And then it
becomes much easier to take
action quickly and adapt to
situations.
Should companies give more
autonomy to employees to enable
a resilient organization?
Yes, giving more autonomy
to employees is a big part of
creating a resilient organization.
It is almost impossible for a
company to move as fast as
some markets are evolving if
19
it operates with a hierarchy
that is too rigid. That being
said, there is still the need for
a strong central framework.
A good example here is Ford
Motor Company. When Alan
Mulally took over as CEO of
Ford, the senior team operated
in silos and weren’t brilliant
at working together. Mulally
imposed a centralized structure
in which senior executives
were required to meet on a
weekly basis to go through
their business plans and also
to hear what was going on
in the rest of the company.
This brought together people
who had different lines of
sight on the early warnings of
disruption, and leveraged the
talent in the top team to help
resolve problems. At the same
time, it did not take away from
the autonomy of the executives
to operate in their own business
activities.

20
Continuous
reconfiguration
provides both
stability as well as
dynamism, unlike
a strategy that
is based on the
notion of sustained
competitive
advantage.
How can large organizations be
disruptors themselves?
I think large organizations
have enormous potential to
be disruptors themselves. For
example, Google is potentially
disrupting the healthcare
and automotive segments.
The critical criteria for a
large organization seeking
to be a disruptor is that they
have to have appropriate
business models and financial
structures for the markets they
are going after – generally,
they won’t succeed if they go
into new markets with the
same structures they used for
existing ones. I have said this
for years – industry boundaries
are fading and every company
should be looking for
opportunities outside their
own industries.
Industry boundaries
are fading and every
company should
be looking for
opportunities outside
their own industries.
Can you tell us about the
continuous reconfiguration process
that you suggest companies should
follow?
Continuous reconfiguration
implies that companies
should develop the ability to
continually reallocate resources
and reorganize themselves
rapidly. I have found that
firms that deliver consistent
performance over time do
this instead of resorting to
wrenching restructurings.
Continuous reconfiguration
provides both stability as well
as dynamism, unlike a strategy
that is based on the notion
of sustained competitive
advantage. It encourages
companies to disengage from
exhausted opportunities and
repurpose valuable resources,
rather than vainly defending
existing competitive advantages.

21
“Companies need to look for
business model by trying to see if
there is a mismatch between what
the customer wants and what they
deliver.”
“Companies can spot the early
warning signs of disruption by
looking at the right data categories – I
call these lagging, current and leading
indicators.”
black swan. If it were that easy,
everyone would be able to do it.”
- Tim O’Reilly
- Serguei Netessine
- Rita McGrath
- Saul Klein
- TimTT O’Reilly
“I look for instances where there are
really interesting and abundant forms
of supply and when a company is
either tapping into existing demand
or creating demand in ways that
would change consumer behavior.”
- Rachel Botsman
HOW TO ANTICIPATE DIGITAL DISRUPTIONS
AND IDENTIFY DISRUPTIVE STARTUPS?

22 DIGITAL TRANSFORMATION REVIEW N° 0722
A New French Revolution?
Building a National
Economy for the Digital Age
Interview with
Philippe Lemoine
– Chairman of the Fing
(Next Generation Internet Foundation)
P
hilippe Lemoine is Chairman of the Fing (Next Generation Internet
Foundation), the author of numerous reports and books on information
technology, a former Co-President of French department store Galeries
Lafayette Group and CEO of consumer finance group LaSer. He also serves
on several boards. In early 2014, he was asked to lead a government-backed
initiative into the digital transformation of the French economy. Drawing on
nine months of effort, and the input of over 500 people, the resulting report
– “The new grammar of success – The digital transformation of the French
economy” – was released in November 2014. Capgemini Consulting spoke with
Philippe Lemoine to understand the drivers of digital disruption and the new
rules of success that France needs to master in order to thrive in the digital age.
A New French Revolution? Building a National Economy for the Digital Age

23
What’s new about
this phase –
characterized by the
word “digital” – is
that the technology
race is no longer
driven by large
organizations, but
by people.
The intensifying
impact of
technology in
the digital age is
linked with three
factors: automation,
dematerialization
and changes in the
value chain.
Understanding the Impact
of Digital Disruption
While technological
transformation has been
occurring continually over the
last several decades, what sets
the digital age apart and makes
it so disruptive?
To my mind, we entered a
new phase in the evolution of
technology in 2008 – the year
when Apple began marketing the
iPhone. What’s new about this
phase – characterized by the word
“digital” – is that the technology
race is no longer driven by large
organizations, but by people.
People today are equipped with
technology to a huge degree and
are constantly using new digital
tools. And they have found new
ways to communicate, invent,
consume and share.
In your opinion, what are the
sources of the digital disruption
that we are seeing in almost
every sector?
Theintensifyingimpactoftechnology
in the digital age is linked with three
factors:automation,dematerialization
andchangestothevaluechain.
Increasing automation, driven by
digital technologies, is amplifying
labor productivity and enhancing
efficiency in the use of raw materials
andenergy.
Dematerialization, which refers
to the substitution of physical
products and processes with digital
alternatives, has its own distinct
effects. First, it has led to the
emergence of new online channels
of communication and distribution
that have replaced or transformed
physical channels. Second,
dematerialization has lowered the
marginal cost of production. In a
digital economy, the majority of
production costs – which include
the cost of designing, prototyping
and testing – accrue when the first
copy of the product is created. The
cost of reproduction is virtually
zero. Third, dematerialization
has lowered transaction costs by
facilitatingmoreopenrelationships
between internal and external
stakeholders in an organization.
This has been accompanied by an
increase in co-opetition and inter-
sectoral competition.
Finally, the digital economy has
given rise to new actors that are
stepping in as intermediaries
between traditional businesses
and their customers. These new
actors are reinventing established
business models, which is resulting
in the reorganization of traditional
value chains. There are two key
effects of this reorganization –
we see consumers playing new
roles and data emerging as an
increasingly valuable resource.
Companies have found a way to
create value, using data as an asset.

24
There is a lot of talk about
the potential negative impact
of digital on employment, for
example. What are the risks of
digital disruption, not only for
companies, but for society in
general?
It is a fact that digital technologies
have had a major impact on
employment. According to the MIT,
47% of jobs in America will either
disappear or be fundamentally
transformedbydigitaltechnologies.
In Europe, 54% of jobs are
estimated to be similarly affected.
I personally think that digital
technologies will create as many as
jobs as those that will disappear due
to it. The problem, however, is that
the institutions that are responsible
for making the employment market
function are not always effective.
Forexample,theyarenotorganized
to put digital at the forefront of
permanent professional training,
which is extremely important. The
concept of professional training
itself needs to evolve – training
needs to be provided throughout
an individual’s career. There is
also the need for an evolution in
the structure and nomenclature
of existing jobs, and even in the
concept of employment, which is
constantly changing due to the
diversification of working patterns.
On the employment front, the major
risk lies in not making the necessary
efforts in enhancing training and
in understanding what constitutes
new employment opportunities in
the digital age.
24
On the employment
front, the major risk
lies in not making
the necessary efforts
towards enhancing
training and in
understanding
what constitutes
new employment
opportunities in the
digital age.
The digital age
requires that
organizations follow
a scheme of letting
go and innovating
freely, rather than
limiting themselves
to attaining mastery
within their core
business.
What are the biggest
challenges that organizations
face in responding to digital
disruption?
There are three main challenges.
First, organizations need to adapt
to a whole new “open” culture.
They need to increasingly rely
on external partners rather than
on internal teams alone. Second,
organizations need to be able to
transform existing jobs to suit the
needs of the digital age. The third
challenge is the most important.
Over the last 20 to 25 years,
organizations have functioned
according to the notion that they
should innovate in line with their
DNA and within the bounds of
their core business. But, the digital
age requires a different approach.
Organizations need to let go
and innovate freely rather than
limiting themselves to mastery
within their core business. They
need to understand that the
rhythm of digital transformation
is determined by the customer.
As a result, everything must be
designed and developed based
on the customer’s needs and
priorities.

25
How should incumbents react
to startups that are disrupting
their industries? For example,
we see a lot of conflict between
incumbent taxi service providers
and new players like Uber.
Should the taxi industry use
regulations to counter Uber?
I think that the taxi industry is
reacting just like any business
that feels endangered. But it is
dangerous for a profession to
surviveonlybecauseofregulation.
There are many incumbents in
highly regulated sectors, such
as the banking industry who
believe that they are protected
from technological disruptions
by existing regulations. I believe
that’s a very big mistake that
they are making. Sometimes,
organizations that are protected
by regulations lag in innovation.
The worst thing that companies
in highly regulated sectors can do
is to completely ignore the fact
that technology is offering new
solutions and making consumers
more demanding. You cannot
break the progress of technology
to maintain an old way of working
– you must adapt and transform.
25
Crafting a New Digital Future
for France and Europe
In your view, how do France
and Europe compare with the US
when it comes to leveraging the
opportunities of the digital age?
There is an interesting indicator
that illustrates the difference
between France, Europe and the
US in how they are adapting
to technological disruptions. If
you take the top 100 companies
that are less than 30 years old in
France, Europe and the US, you
see a very striking trend. France
has only 1 such company in its
There are many
incumbents in
highly regulated
sectors who
believe that they
are protected from
technological
disruptions by
existing regulations.

26
What should France do to adapt
to digital transformation?
Digital transformation has its own
“grammar of success” – there are
new rules to be followed. France
will need to master these new
rules and adapt to the competition
of the 21st century. For too long
now, France has not been able to
unite a realistic view of the future
with a bold, utopian one. It is true
that France has been traumatized
by the bursting of the Internet
bubble ten years ago. It is therefore
afraid to look naïve again. But we
must understand that the context
is different now and France must
adapt. Great entrepreneurs have
a capacity to envision utopia. In
France today, large companies, as
well as public powers, are quite
far from being able to do that. We
must change that.
How can France emulate new
startup ecosystems such as
Finland or Israel?
I think that we need to distinguish
between two things. On the one
hand, we need to learn from
them and adapt ourselves. But
on the other hand, we also need
to innovate based on our own
values. For example, we should
focus on building an egalitarian
peer-to-peer Internet architecture
– one that creates new rights
and new digital freedoms. This
message has strong links to the
values of Liberty, Equality and
Fraternity, which are at the core
of the French system.
top 100, Europe has 9, and the US
has 63. This is a very important
statistic when you consider that
businesses should be creating
new markets or new ways of
consuming in the digital age. It
helps us understand how well
a society is adapting to digital
innovation.
Digital
transformation has
its own “grammar
of success” – there
are new rules to be
followed.
For too long now,
France has not
been able to unite a
realistic view of the
future with a bold,
utopian one.
Why do you think France and
Europe have not produced as
many digital leaders as the US?
I would put it down to the lack of
real competition. Take the retail
industry for example. In the US,
Walmart has implemented huge
digital transformation efforts in
order to try and compete with,
and even beat, Amazon. In the UK
as well, companies like Tesco are
doing some wonderful things with
digital to compete with pure-play
digital actors. In France, however,
you don’t have many companies
that are truly digital, so there isn’t
the same intensity of competition.
I think that there is a sort of shift
that has not taken place in France.

27
transformation is determined by the
customer. As a result, everything
must be designed and developed
based on the customer’s needs and
priorities.”
“Companies that only look at
lagging indicators tend to
systematically under-invest in the
in the future… I always recommend
that companies really think hard
about leading indicators.”
transformation was about asking the
fundamental question of why the
business exists and what purpose it
serves.”
“Executives need to recognize the
speed at which their industries are
getting disrupted by new models.”
“Giving more autonomy to employees
is a big part of creating a resilient
organization.”
- Tim O’Reilly
- Philippe Lemoine
- Rita McGrath
- Caspar De Bono
- Rita McGrath
- Rachel Botsman
- TTTTimimimimTTTTTTTT OOOO’RRRReieieieillllllllyyyy
organizations follow a scheme of
letting go and innovating freely,
rather than limiting themselves to
attaining mastery within their core
business.”
- Philippe Lemoine
SURVIVING & WINNING DIGITAL DISRUPTIONS
“It’s important for big companies to
think about what their core values are
and then think about how new
emerging technologies could be
incorporated to their strategic
advantage.”
- Saul Klein

28
The Power of Sharing: How Collaborative Business Models are Shaping a New Economy
The Power of Sharing:
How Collaborative
Business Models are
Shaping a New Economy
Interview with
Rachel Botsman
– Global Thought Leader
@rachelbotsman
R
achel Botsman is a global thought leader on collaboration and
sharing using digital technologies to transform the way we live, work
and consume. She has inspired a new consumer economy with her
influential book “What’s Mine is Yours: How Collaborative Consumption Is
Changing The Way We Live”. Rachel was recently named a 2013 Young Global
Leader by the World Economic Forum, which recognizes individuals for their
commitment to improving the state of the world. In 2014, she was named by
Fast Company as one of the ‘Most Creative People in Business.’ Capgemini
Consulting spoke with Rachel to understand how companies should adapt
their business models for this new collaborative economy.

Collaborative Business Models are
Disrupting the Economy
What makes the collaborative
economy such a disruptive
force?
The collaborative economy
is disruptive for three key
reasons. First, it drives a shift
from centralized asset-heavy
organizations to decentralized
asset-light networks and
marketplaces. It typically does
this by creating business models
that enable underutilized assets
from spaces to skills to ‘stuff’ to be
used more efficiently. Take Airbnb
and Hilton Hotels. Unlike Hilton
Hotels, Airbnb doesn’t actually
own accommodation. Instead,
it facilitates access to existing
spare rooms, holiday houses,
treehouses, castles etc. all around
the world. On-demand ride-
sharing services such as Lyft and
Uber are similar examples from
the taxi industry. They don’t own
the cars or employ the drivers,
but facilitate access to an existing
inventory and allow assets be
used more efficiently.
Second, technology is making it
easier for us to trust strangers and
to interact, exchange and share
in ways that were not possible
before. This is giving rise to
different forms of peer-to-peer
commerce that bypass traditional
institutions.
29
The third reason relates to the
shift in consumer behavior from
physicalownershipofassetstoon-
demand access. In the digital age,
consumers no longer necessarily
need to own assets; they can
instead pay to access benefits
through different service models.
We are seeing this emerging from
Spotify and Netflix in media, to
Zipcar and bike share schemes in
transportation, to rental services
from Solar City to Rent the
Runway.
When you consider these three
factors, they are all disrupting
different industries – from travel
to transportation to financial
services – in a profound way.
There are multiple definitions
of the sharing or collaborative
economy; what is your
definition?
I define the sharing economy and
collaborativeeconomydifferently.
The sharing economy is an
economic model based on sharing
underutilized assets – including
skills, spaces and intellectual
property – for monetary or non-
monetary benefits. In my view,
the sharing economy is the first
wave of the bigger collaborative
economy.
The collaborative economy is a
larger concept based on the shift
from centralized hierarchical
institutions to decentralized
networks and communities.
It includes ‘sharing’ ventures
but also new learning models
such as Massive Open Online
Courses; decentralized forms
of production such as 3D
Printing and Makerspaces and
many forms of finance such
as crowdfunding and peer-to-
peer lending. The Collaborative
In the digital age,
consumers no longer
necessarily need to
own assets; they can
instead pay to access
benefits through
different service
models.
The sharing
economy is the
first wave of the
bigger collaborative
economy.

30
Millennials treat
mobile phones as
remote controls to
the physical world.
It took Hilton Hotels
93 years to build an
inventory of over
600,000 rooms;
Airbnb got there
in just 4 years, and
they now have close
to 900,000 rooms.
Economy transforms how we can
produce, consume, finance, and
learn. It may or may not involve
asset sharing and includes
other behaviors such as renting,
lending, bartering, swapping and
selling.
What is the economic weight of
the collaborative economy?
Company valuation is probably
the most accurate indicator
that you can rely on right
now to estimate the size of the
collaborative economy. Startups
like Lending Club, Uber, and
Airbnb have multi-billion dollar
valuations. So, the market is big
and it is getting bigger.
To get a better idea of the
potential of the collaborative
economy, let us look at individual
examples. It took Hilton Hotels
93 years to build an inventory
of over 600,000 rooms; Airbnb
got there in just four years, and
they now have close to 900,000
rooms. More importantly, they are
at a point from where they can
scale up incredibly fast. Another
interesting example is BlaBlaCar,
which is a true ride-sharing
platform. They now transport
more than two million people
every month, which is more than
the Eurostar.
Changing Consumer Behavior is
Giving Rise to Collaborative Models
In what ways is changing
consumer behavior, especially
among millennials, driving the
collaborative economy?
There are three factors that are
distinctly shaping the behavior
of millennials, and driving the
collaborative economy. First,
millennials are growing up with
a different attitude towards
sharing and interacting with
strangers. These attitudes and
behaviors are now dispersing into
different areas of their lives. Thus,
millennials are more inclined
to think about say sharing cars
in the same way that they think
about sharing photos. The second
thing is that millennials view
technology differently. For older
generations, mobile phones are
a tool for digital communication
and content, whereas for
millennials, they are remote
controls to the physical world.
Millennials look at their phones
to provide them with access to
whatever they need, whenever
they need it. This “on-demand,
instant gratification” culture fits
in perfectly with models of access
as opposed to those of ownership.
The third factor is a backlash
against consumerism. If you
think of the 80s, the 90s and the
early 2000s, you had a generation
that defined themselves by how
much they consumed. It was an
economy built around “I, me
and myself”. Today, there is a
resurgence of “we” – a revival in
the belief of community. We are
seeing an entire generation that
wants to be a part of brands and
experiences that are bigger than
the individual self.

Millennials think
about sharing cars
in the same way that
they think about
sharing photos.
31
How can companies
identify opportunities in the
collaborative space?
I have developed a framework
to help companies identify
opportunities in the collaborative
economy. To build the framework,
I looked at the real problems
that collaborative startups were
solving and found five key drivers
of disruption.
The first driver is waste. Smart
entrepreneurs identify an unused
asset, create efficiency around it
and unlock new forms of value.
Airbnb is a great example. Airbnb
recognizes that there is unutilized
capacity – from holiday homes
to spare rooms to tree houses to
boats – that they can now make
liquid.
Today, there is a
resurgence of “we”
– a revival in the
belief of community.
We are seeing an
entire generation
that wants to be a
part of brands and
experiences which
are bigger than the
individual self.
The second driver is redundancy
– when there are layers of
redundant people or processes
that can easily be bypassed using
technology. A good example
of this would be peer-to-peer
currency transfer. Companies like
TransferWise or CurrencyFair are
becoming popular because they
allow you to save as much as 95%
on transfer fees.
The third driver is complexity.
Many collaborative startups find
ways to simplify complex and
frustrating customer experiences.
For example, Uber and Lyft have
simplified an otherwise complex
and unreliable experience for
customers of taxi services.
The fourth driver is limited
access. For example, many luxury
products are out of reach for
most people. So we see startups
developing systems that enable
shared access to such products.
TakethecaseofBMW-on-Demand
where you are not required to
have full ownership of the car, but
you get shared access to it and are
charged by the minute meaning
you only pay for usage.
The last driver is broken trust.
This comes into the picture
when trust in big institutions is
broken, and people who want
to trust their peers can interact
with them directly. An example
is the massive rise of peer-to-peer
lending, provided by platforms
like Funding Circle and Zopa.

It took Hilton Hotels 93 years
to build an inventory of over 600,000
rooms
Airbnb got there in just 4 years,
and now has close to 900,000
rooms
BlaBlaCar, a ride sharing platform,
now transports more than
2 million people
every month
This is more than the number of
people transported by
Eurostarevery month
Transforming Consumer Pain Point into Disruption Opportunity
Collaborative Business Models are Disrupting the Economy
Consumer Pain Point Disruption Opportunity
Waste
Redundant Intermediaries
Limited Access
Complexity
Broken Trust
Airbnb provides access to private accommodation
TransferWise enables peer-to-peer currency transfer
Uber gives a simpliﬁed, hassle-free experience to riders
BMW-on-Demand enables people to ride luxury BMW cars at a much lower cost
Funding Circle facilitates peer-to-peer lending
Consumers no longer need to necessarily own assets; they can instead
access beneﬁts through different service models. - Rachel Botsman
Collaborative Business Models: Shaping
a New Economy
© Rachel Botsman

33
The B2B space will
be the goldmine of
the collaborative
economy.
Music majors spent
10 years fighting
Napster, and while
they were doing so,
iTunes, Spotify and
Pandora emerged.
GE has partnered
with Quirky to open
up unused patents to
innovators to start
building products
and solutions.
Can you give us some
examples of companies that are
adapting their business model
and joining the collaborative
economy?
Let us start with the automotive
sector. Many of the major
brands are realizing that the
future of their business is
probably not in selling cars, but
in providing mobility services.
Thus, Volkswagen has launched
a car-sharing service called
Volkswagen Quicar. Similarly,
BMW, Daimler and other major
brands have either launched or
acquired car-sharing services. If
we look at sectors like hospitality,
Marriott has partnered with
LiquidSpace to give people access
to workspace on-demand within
their hotels. Another interesting
angle is to think of idle assets in
the form of intellectual property.
For example, GE has partnered
with Quirky to open up unused
patents to innovators to start
building products and solutions.
There are examples in the
B2B space too. The idea of an
unutilized asset being made liquid
applies strongly to B2B markets.
For example, Getable is a startup
that provides a rental marketplace
for tools and construction
equipment, allowing tons of
unutilized capacity to be opened
up. Without a doubt, though there
are currently fewer examples, the
B2B space will be the goldmine of
the collaborative economy.
Bigger Companies Need to Adapt
to the New Rules of the Game
How do you convince CXOs to
launch collaborative business
models that can look quite
marginal compared with the
rest of their business?
Executives need to recognize the
speed at which their industries are
getting disrupted by these new
models. Companies like Airbnb
and Uber are examples of how fast
disruptions are happening. Also,
executives are starting to realize
that besides value destruction,
where these companies could take
away their margins, there is also
scope for a lot of value creation.
They can reach new audiences
and create value from existing
assets in various innovative ways.
How do you think incumbents
respond to disruptive
innovation? Are they doing it
right?
I have seen traditional incumbents
respond to disruptive innovation
in three ways; ostriches, fighters
or pioneers. ’Ostriches’ are when
the organization tends to dismiss
disruption as a short-term trend
that will go away, and is not
really a threat. ’Fighters’ are when
an incumbent acknowledges that
the threat is not going to go away,
and decides to fight it with the law
or regulatory battles. The third
and most progressive response is
where an incumbent chooses to
be a ‘pioneer’ and embraces the
change.

34
If you were the CEO of a big
hotel chain, how would you try
to counter the threat of Airbnb?
I think that Airbnb will transform
the entire ecosystem of travel.
From the perspective of a hotel,
the biggest threat of Airbnb is the
hyper-personalization that it can
offer. You know, when I check
into a hotel, I do not remember
the person at the reception.
But I do remember my Airbnb
hosts. Thus, hotels need to see
how they actually compete with
the level of customization and
personalization that is embedded
into the brand of Airbnb. I would
also pay close attention to One
Fine Stay who I think will crack
the super luxury end of the market.
They are providing the services of
a five star hotel in multi-million
dollar homes.
Executives are
starting to realize
that besides value
destruction, where
these companies
could take away
their margins, there
is also scope for a lot
of value creation.
Peeking into the Crystal Ball
Going forward, what are
the sectors that are most
likely to be disrupted by the
collaborative economy?
Financialserviceswithoutadoubt,
because if you think of the five
drivers that we discussed earlier,
they are strongly applicable to
financial services. Healthcare is
another – there may be very little
activity in this sector at present,
but we will see a lot of it over the
next couple of years. The utilities
sector also has a lot of potential.
Forexample,thereisaninteresting
platform called Vandebron based
in the Netherlands that connects
renewable energy providers
directly with customers. For
example, one wind turbine
can power about two hundred
households – think of a scenario
where customers and providers
can find one another and form
contracts in less than five
minutes. It is a peer-to-peer
marketplace and a classic case of
disintermediation.
These are highly regulated
industries, but this is where I think
there will be shifts in the business
model, and established brands
will start to do interesting things
that could be difficult for startups
to achieve.
How do you identify disruptive
startups?
It involves an assessment of
multiple factors. One way is to
see the value of the unutilized
asset that the startup is trying to
unlock or make liquid. Another
way is to look at the magnitude
and importance of the problem
that it is trying to solve. I also look
at opportunities where supply
and demand are broken and
‘providers’ and customers both
want to interact in new ways.
In short, I look for instances where
there are really interesting and
abundant forms of supply and
when a company is either tapping
into existing demand or creating
demand in ways that would
change consumer behavior.
Beyond the collaborative
economy, we are seeing many
new technologies emerging.
What are the key technologies
that are going to transform our
economies over the next few
years?
Technologies related to identity,
such as cross-platform identity
and reputation systems are going
to emerge in a big way. Related
technologies such as geo location,
payments and data privacy
are also going to get a boost.
Biometrics and nanotechnology
are two other spaces that I think
are really interesting.

15 Companies to Watch in 2015: A Personal View from the Valley
15 Companies to Watch
in 2015: A Personal View
from the Valley
Brian Solis
– Altimeter Group
@briansolis
T
his is a perspective that originates in Silicon Valley, but is certainly not
limited to it. Innovation can happen anywhere, by anyone, at any time.
As a digital analyst, it’s my job to track disruptive technology and its
impact on business and consumer markets. As a digital anthropologist, I also
study how new technology affects consumer behavior and expectations.
In this list of 15 companies to watch this year, there is a wide range of
companies that are disrupting existing markets or creating new ones. But this
elite group is hardly complete. It’s merely a conversation starter and a call
for you and your business to start to think and act like a startup so that you
become the disruptor in your space rather than the disrupted.

With a valuation of $41 billion
at the time of this writing, it’s
not the newest startup on the list.
However, this company is going
(or maybe has gone by the time
you read this) public. In a story
thatranonCNNattheendof2014,
Uber was listed as the “Alibaba
of 2015.” The company is using
current investments to expand
markets around the world. At
the same time, there isn’t enough
money in Uber’s bank account
nor enough influence to simply
walk into new markets without
political resistance. But make no
mistake, if and when Uber IPOs,
the transportation industry will
get Uberized and every other
market where startups refer to
themselves as “the Uber of…”
will be further encouraged to
disrupt their respective markets.
www.uber.com
Asamotorcyclerider,I’minstantly
drawn to this company. In 2015,
Skully is going to introduce a
smart helmet that merges the real
and augmented world for drivers.
The company’s AR-1 is by far the
most advanced motorcycle helmet
ever developed. At the center of
the user experience is a heads up
display (HUD) that provides an
intuitive Google Glass-like view
inside the helmet. Add to that a
rear-facing 180-degree camera,
bluetooth connectivity, embedded
battery and speakers among many
other features, and the AR-1
starts to take shape. More so,
it’s what hasn’t been debuted or
invented yet that truly holds the
promise for the future of riding
and transportation in general.
Imagine embedded sensors that
talk to “smart” cars on the road
to prevent drivers from swiping,
clipping or intercepting riders.
Essentially, the helmet becomes
a platform for innovation on
the bike, surrounding cars and
also in traffic engineering.
www.skullysystems.com
I love the vibe of this little
French company. While Uber and
AirBnB are the most well known
representatives of the so-called
sharing economy, BlaBlaCar is
solving the underserved market
for people looking to carpool to
long-distance locations. Whereas
someone might take the train,
bus or fly, there are always
others willing to drive. With
BlaBlaCar, drivers and passengers
can connect to offset expenses
and also make new friends, all
while making the trip a bit more
interesting. I expect this service to
take off around the world in 2015
while also spawning potential
competitors in each country.
www.blablacar.com
Founder Jeremy Johnson is
introducing an incredible new
paradigm for education, but with
a twist. He believes that Africa as a
continent and economic power, is
grossly underestimated. He’s willing
to back up his belief with his time,
money and resources. Andela is a
uniqueprogramthatunitesqualified
African students (regardless of age
or income) with invaluable access
to leading developers who teach
them to code. More so, Andela pays
students to learn so that they do not
acquire debt as many students do
in the United States, for instance.
And, once students graduate,
they become part of a workforce
that serves a thriving roster of
companies hiring in-demand
developers for important projects.
www.andela.co
Innovation can
happen anywhere,
by anyone, at any
time.

The world of virtual reality will
finally become a reality in 2015.
The Facebook-owned startup will
ship public beta this year and it
will transform the way consumers
experience the digital world. You
should also be prepared to take
motion sickness medication if
you’re easily upset. But once you
immerse yourself in these new
worlds, coming back to reality will
be a bit difficult. While initially
aimed at the gaming world, the
potential for virtual engagement
spans exploration, entertainment
and education across existing and
not-yet-imagined applications.
www.oculus.com
Silicon Valley is always in search
of its unicorns: those companies
destined to join the billion-dollar
club.Oneofthecompaniesstoking
the imagination is Magic Leap,
a company based in Florida that
recently claimed notable science
fiction author and game designer
Neal Stephenson as its Chief
Futurist. Stephensen revealed in
a post that he was lured to Magic
Leap after seeing a demonstration
of the company’s technology.
“Magic Leap is mustering an
arsenal of techniques…to produce
a synthesized light field that
falls upon the retina in the same
way as light reflected from real
objects in your environment,” he
shared. Like Oculus, it will cater
to gamers as well as “readers,
learners, scientists, and artists.”
www.magicleap.com
Makerbot is the darling of
consumer-facing 3D printing.
We can all appreciate that 3D
printing is going to completely
transform every industry and also
supporting supply chains. But, at
the same time, Makerbot is going
to teach consumers, slowly at first
but faster over time, how to think
differently about products and
parts. It’s not unheard of to think
about 3D printing something you
might need rather than buying it.
Or, you might order up a recipe
from a particular manufacturer
to print upgrades or replacement
parts. This capability will only
become more advanced. In mid-
to-late 2015, MakerBot will create
new composite filaments and
supporting tech for its printers
to enable consumers to print
prototypes with bronze, maple
wood, and iron-like materials.
www.makerbot.com
On the subject of 3D printing,
imagine owning hardware that
could clone artifacts simply
by rendering a 3D model on
the fly. Fuel3D is the developer
of SCANIFY, an affordable
handled 3D-scanner that could
do just that. The technology
was originally designed for the
medical imaging market. But
now, with SCANIFY, consumers,
businesses, and also industry
professionals will have the ability
to 3D-scan objects for a variety
of applications. Partnered with
Makerbot or other 3D printers, the
possibilities are mind-boggling.
www.fuel-3d.com
Everyone seems to be talking
about Instacart. In December
2014, the company raised a
whopping 100 million at a
valuation of $2 billion to allow
consumers to order groceries
from their phone or desktop and
have them delivered to their
door in less than an hour. If you
lived through Web 1.0 and the
dotbomb bust like I did, you might
automatically recall Webvan. But

the difference here is that Instacart
employs a new generation
of the on-demand freelance
workforce. Watch this space
though. Even if Instacart isn’t the
clear winner, Google’s Shopping
Express and AmazonFresh will
collectively build-out an on-
demand market for groceries.
At the same time, they’ll further
condition consumers to expect
and get whatever they want,
when and how they want it.
www.instacart.com
Everyone remembers the digital
picture frames that adorned
desks and walls everywhere. Just
kidding. For some reason, the
digital frame market never really
materialized to push old school
paper pictures and posters out
of the mainstream. But, Electric
Objects is taking a new approach
to make digital art relevant in
an analog world. The idea is to
rethink what art could be and
how it lives digitally, whether
it’s on a wall or on a desk. The
company secured $1.7 million
in funding in 2014 and then
raised an additional $800,000
on Kickstarter later in the year.
The company is introducing a
digital frame that is controllable
via a mobile or desktop app. It
is also working with artists to
commission a new genre of living
digital art to bring these frames
alive beyond static imagery.
www.electricobjects.com
Messaging is the new social media.
And anonymous posting rooted in
geo-location community forums
is the new messaging according
to Yik Yak. Consumers - mostly
from the college and high school
demographics - are flocking to it
in droves. Yik Yak is an app that
allows anyone to post anything
without a username. In fact,
you don’t even need a password
to log in. The timeline of Yik
Yak looks like Twitter, operates
like Whisper or Secret, and
feels a lot like Reddit. The most
interesting thing though is that
all engagement is done without
photos or handles. Since the app
is localized, those users within 1.5
miles of the message can read it.
www.yikyakapp.com
As of October 2014, Slack was
the fastest-growing workplace
software ever. It’s a pretty
astounding feat considering
that the company launched
in 2014 and, just nine months
later, announced $120 million in
funding with a valuation of $1.12
billion. It’s been called a fancy chat
room. Instead, it brings unbundled
conversations strewn across
multiple apps back to one place.
It is also a powerful repository of
all company engagement tied to
a powerful search platform. The
pitch for Slack is that it makes you
more productive by reducing the
amount of time you spend on other
productivity-related tasks. P.S.
Slack is brought to you by Stewart
Butterfield, co-founder of the now
Yahoo-owned Flickr photo service.
In 2015, you will also see
Facebook at Work rollout slowly
at first and then at scale as
time and the app age a bit. It is
designed to help groups of users
collaborate, share documents and
manage projects in the workplace.
My partner at Altimeter Group –
Charlene Li – asked why Facebook

for a generous sum, not because
the company’s assets are usable,
but because the team is talented
enough to apply to another more
profitable effort.
Enter ExitRound. Founded by
Jacob Mullins and Greg Dean,
ExitRoundisaprivate,anonymous
marketplace for buyers and sellers
of technology companies. It helps
buyers find technology companies
that fit squarely within their
target. ExitRound also eliminates
inbound chaos by automating
prospecting. Essentially, buyers
only speak to companies that
fit their strategic interests. This
also optimizes potential exits for
startups. In the end, these types
of deals come down to human
relationships and people. The
software, if you will, applies a
sophisticated human algorithm
that creates unmatched efficiency
and desirable outcomes. While
this is traditionally done through
highly connected personal
networks, there appeared to be an
opportunity to add marketplace
dynamics and algorithmic
sophistication to gain a high level
of scale in connecting buyers and
sellerswhomaybeaperfectmatch,
but otherwise may not have met.
www.exitround.com
Brands are always looking for
ways to capitalize on the latest
trends. PopUp shops continue
to cause a stir among connected
consumers. We Are Pop Up is
basically the AirBnB of temporary
retail space, connecting landlords
and temporary tenants with
commercial grade space. The result
is a creative, short-term use of space
to engage customers, generate
buzz and also test new ideas.
www.wearepopup.com
You caught me. There’s no startup by
this name. But, the space as a whole
is one to watch this year. Google is,
of course, a big investor in essentially
making a version of Google Maps for
theinsideofspacesusedbythepublic
such as airports, malls, buildings, etc.
Apple is too. There have been several
recent acquisitions in fact, with
major brands vying for a top spot.
Last September, Baidu invested $10
million in Finnish mapping startup
Indoor Atlas. The applications are
great. From retail to real estate to
general consumer navigation, indoor
mapping is worthy of tracking this
year and next.
should or would venture down
this path. Her answer was this,
“Easy, they can.” She pointed out
that Facebook has been using
this tool internally for the last
four years, and think it’s robust
enough to launch for the general
public. “We have a long history
of successfully connecting people
and connecting businesses,”
said Elisabeth Diana, corporate
communications director at
Facebook. “It’s a worthwhile test
to explore.” As Charlene notes,
enterprises could potentially have
a hard time keeping employees
on Chatter, Yammer, or other
internal social networks when
the Facebook interface is already
so familiar and functional.
www.slack.com
It’s not a secret that Silicon Valley
and any worthy tech epicenter
around the world is burgeoning
with new cash aimed at funding
new startups. We all know,
however, that most of the new
startups, even those that are the
most promising, are likely to
fail. All hope is not lost. There
are several possible exits beyond
demise. Aquirehires are most
prevalent of course. This is where
Company “A” buys Company “B”
Indoor Mapping

“All sectors that have been disrupted
will be disrupted again because of
mobile and social.”
“In the near term, I think any sector
that is based on a brokerage model
will be vulnerable to disruption.”
“Financial Services without a doubt.”
enormous amount of potential for
disruption.”
- Tim O’Reilly
- Saul Klein
- David Cohen
- Saul Klein
- Rachel Botsman
- TTTTimimimimTTTTTTTT OOOO’RRRReieieieillllllllyyyy
“In the long-term, crypto-currencies
and crypto-equities could potentially
- David Cohen
WHERE WILL DISRUPTION HIT NEXT?
“Healthcare is another sector up for
disruption – there may be very little
activity in this sector at present, but
we will see a lot of it over the next
couple of years.”
- Rachel Botsman

Collaboration Redefined:
Engaging with the Disruptor

44
The Silicon Network: How
Big Corporates and Digital
Startups Can Create a
More Innovative World
The Silicon Network: How Big Corporate and Digital Startups can create a more innovative world
Interview with
David Cohen
– Founder, Managing Partner,
and CEO - Techstars
@davidcohen
D
avid Cohen is the founder, Managing Partner, and CEO of mentorship-
driven startup accelerator Techstars. Techstars provides startups
with seed funding, intensive mentorship, and a network of mentors
and alumni. Previously, David was a founder of several software and web
technology companies. He is an active startup advocate and technology
advisor. He also serves as a member of the Entrepreneurial Advisory Board
at the Silicon Flatirons Center for Law, Technology, and Entrepreneurship at
the University of Colorado. Capgemini Consulting spoke with David Cohen
to understand his views on disruptive startups and ways in which large
organizations can engage with startups to cope with digital disruptions.

45
Nurturing Innovation: A
Glimpse into Techstars
Can you give us an overview of
how Techstars works?
Techstars provides startups with
seed funding and mentorship.
Every year we run 14 programs
with 10 startups each. Our mentor
pool is made up of 1,200 mentors
who are among the most notable
entrepreneurs in places like New
York, Boston or London. Each
company that is accepted into a
Techstars program gets to engage
with 10 mentors on an average.
So far we have funded 484
companies, 56 of which have
been acquired through M&A
transactions. About $1.1 billion
in venture capital has flowed
into these companies, and their
combined market capitalization is
over $3 billion.
We also run programs in
partnership with large corporates.
For instance, we have partners
like Disney, Barclays, Sprint,
Kaplan, and others for whom we
run accelerator programs.
What is the secret to
Techstars’ success?
I would have to say it’s the
network around Techstars. The
Techstars network has over 3,000
entrepreneurs, mentors, investors,
and corporate partners. The network
is a huge competitive advantage
because it allows entrepreneurs to
avoid the mistakes that others have
made and also gives them access to
introductions or business connections
intopracticallyanywhereintheworld.
But I think that most entrepreneurs
undervalue the importance of a
powerful network, especially early in
theircareer.
What are the criteria that
Techstars uses to select startups
for its accelerator program?
Wereceiveabout1,000applications
for each of our 14 programs – so
that’s nearly 14,000 companies
applying to us every year. Of these,
we pick only about 1%. Since these
are early stage startups, there’s
typically not a lot of revenue to
look at. So we use other criteria.
First, we look at the team running
the startup. We put a lot of
Our mentor pool
is made up of
1,200 mentors
who are among
the most notable
entrepreneurs in
places like New York,
Boston or London.
I think that most
entrepreneurs
undervalue the
importance of a
powerful network,
especially early in
their career.
emphasis on who the founders are,
and what their skills are. We really
try to understand the source of their
passion, and how they imagine the
world differently. That gives us a
sense of how disruptive the startup
can be.
We then look at the market that
the startup is trying to address.
We look at whether that market is
changing, growing or shrinking.
Next, we look for some form of
progress because we believe that
entrepreneurs actually do things,
rather than just talk about doing
things. Finally, we look at the
idea. We deliberately put that
last, because we know that the
idea often changes significantly.

How should large companies
respond to disruptions?
Large companies can either
continue to focus on what they
are doing and hope that they
won’t get disrupted or they can
be proactive and participate in the
disruption. By helping a startup
be successful, for instance, they
will be in a position to make that
first offer to acquire it, invest
in it or partner with it. If they
do not engage with the startup
community, they might be the last
ones to know of a disruption. By
then, it can also be too late.
Should you really engage with
a disruptive startup that is
planning to reduce your margins
by 90%?
Yes. I think it’s counterintuitive,
but I think that’s exactly right. So,
if that’s what they’re planning,
they’re either going to be
successful or they’re going to fail.
By investing in them or acquiring
them, you can have a relationship
that’s symbiotic and beneficial
to both parties. Being around
the disruption at the early stages
– and spotting it before others
do – gives you a competitive
advantage and you can help the
startup grow at the same time.
flow of services or limiting the
availability of inventory. In the
taxi industry, for example, brokers
were charging 50% to 60% of the
fare, while the driver received just
40%. Both Airbnb and Uber saw a
future where such imbalances are
corrected and where resources are
used more efficiently.
Uber, for instance, saw a future
with fewer cars, where fewer
people would have to own a
second car, and where the world
would be more efficient with
its roads and transportation. I
think that’s the ingredient for
true disruption – being able to
vividly imagine the future with a
10-20 year horizon, in a way that
impacts a large number of people.
Both Airbnb and Uber were able
to do that.
Understanding Digital
Disruptions: An Accelerator’s
Perspective
Why are we seeing so many
disruptions in recent years?
I think the fundamental reason is
that the Internet has become really
accessible in the last 20 years. We
are seeing more disruptions as
the Internet matures, as Internet
speeds get faster, and as the
knowhow to develop systems on
the Internet gets cheaper, faster,
and better. In fact, the speed of
innovation is just vastly different
today than it was 20 years ago,
because of the maturity of the
Internet.
What makes startups like Airbnb
and Uber truly disruptive?
I think Airbnb and Uber are quite
similar. They are both operating
in what I call “imbalanced
marketplaces”. These are markets
where there is some sort of a
broker that is controlling the
First, we look at the
team running the
startup. We put a lot
of emphasis on who
the founders are, and
what their skills are.
Both Airbnb and
Uber saw a future
where imbalances
are corrected and
where resources
are used more
efficiently.

vertical that is of interest to
the partner. Techstars runs the
program and is also the investor.
The corporates don’t take direct
equity in the startup; they don’t
take rights to follow on or acquire
the startup or anything like that.
They simply provide mentors and
access to their technologies. So
it’s a pure “give first” approach
that they follow. I think that the
corporates we work with have
really figured out that it’s not
about what you can get. It’s about
being around the activity and
seeing the innovation, assisting
it, and building relationships
with the entrepreneurs who really
matter.
Could you give us a concrete
example of how a large company
has benefited from the Techstars
program?
Nike is a good example. When
Nike launched its NikeFuel APIs,
we picked 10 startups run by very
talented entrepreneurs that would
be the first 10 companies in the
world to ever experience those
APIs. Nike executives were able
to literally watch how the startups
used their APIs. The feedback that
they got from the entrepreneurs
was very valuable and I think
the APIs meaningfully improved
because of that experience. Nike
also struck business deals with
several of the startups directly,
and I think in one case even
might be able to engage with
them through a revenue share
agreement or as investors. That
way we would get to be part of
the disruption rather than have to
compete with it.
Learning from Startups
Very often, we see large
companies struggling to work
with startups. In your view, what
are the reasons for this?
We’ve seen many corporate
venture funds and incubators
come and go. The reason is they
don’t have a long-term view.
They’re not purely focused on
helping the startups. It’s all about,
“How can we fund a company that
helps us be successful?” That’s not
what startups care about. Startups
care about their vision of the
world and how they’re going to
achieve it.
How can large companies
participate in accelerator
programs such as Techstars?
At Techstars, we partner with
corporates to run vertically
focused programs. For example,
we partner with Kaplan on
education technology, with
Barclays on financial technology,
with Disney on entertainment
technology, and so on. We filter
the startups that we accept into
our programs based on the
There is another strategy, which
is defensive acquisition: you
acquire the startup and you kill
it! This is not the best strategy but
certainly an option if you want to
gain some time. A better option is
to grow the startup and create a
barrier to the next person coming
along and just doing the same
thing.
If you were leading a major hotel
chain, how would you respond
to the Airbnb disruption?
I would want to engage with them
very early on. Hotels have a large
distribution network through their
relationships with travel listing
sites. I would say to Airbnb: “We
have a relationship with Expedia
and the other travel listing sites.
Why don’t we help get you on
there?” By helping Airbnb with
our distribution network, we
We’ve seen many
corporate venture
funds and incubators
come and go. The
reason is they don’t
have a long-term
view. They’re not
purely focused on
helping the startups.

vertical search engines for that.
So, we’ve invested in vertical
search firms like Mocavo and
Next Big Sound.
In your view, what are the
startups to watch in 2015?
I think PivotDesk is a really
interesting company to watch.
PivotDesk’s model is working
really well where it connects
businesses that are looking to rent
office space with companies that
have space to spare. Businesses
get to pay for office space on a
month-by-month basis rather
than having to commit to long-
term leases. PivotDesk has
recently expanded to overseas
markets as well.
DigitalOcean is an interesting
startup in the infrastructure space.
It’s a New York-based firm that
provides a simple and easy-to-use
web hosting service. Then there
are companies like SendGrid.
SendGrid is now delivering about
2% of the world’s legitimate
e-mail and growing really fast.
It sounds really easy to deliver
e-mail, but it’s not. It turns out
that 10% to 20% of legitimate
corporate e-mail isn’t received
by the recipient. And it’s really
hard to scale your infrastructure
to support so much outbound
e-mail. SendGrid does that as a
service.
Looking Ahead: Future
Sources of Digital Disruption
What are the themes that your
deal flow focuses on?
Our areas of focus include
“imbalanced marketplaces”. We
believe that the day of the broker
who takes a 50% cut is just gone; it’s
not going to work. So, we’re looking
at “imbalanced marketplaces” or
unfair markets and at companies
like Uber, Airbnb and PivotDesk that
are trying to correct the imbalance
by taking spare resources and
allocating them more efficiently.
We focus a lot on human
computer interaction. In a 20-
year horizon, the way we interact
with computers will be completely
different. We look for startups that
are finding new ways to interact
with data and information. One
example of a company in that
space is Oblong, which we’ve
invested in. If you remember the
movie “Minority Report”, this
was literally those people. They’re
inventing new ways to interact
with computers.
We’re also really interested in
vertical search engines. We
still believe that it’s too hard to
find some things in the online
world. Google is not the answer
to everything. It’s easier to find
a flight because you have great
acquired an interest in one of
them. I remember the media
headlines “Nike gets startups.”
Priceless for them.
What are the key lessons that
large companies can take from
startups?
I think a key lesson for large
corporates is that they need to
thinkandoperatedifferentlyifthey
want to innovate. Unlike startups,
large corporates have too many
processes that really slow things
down. To be innovative, they need
to move away from their normal
processes for budgeting, go-to-
market, or marketing. They need
to have a new way of doing things.
But a lot of large corporations look
at entrepreneurship and say, “It’s
hard for us to go back to those
days.” One way for them to create
an innovation culture within the
organization is to engage with
the entrepreneur community and
learn from startups.
We look for startups
that are finding new
ways to interact
with data and
information.

Building an Innovative World: When Corporates
and Startups Work in Tandem
Fostering Innovation: How Techstars Works
Accelerating Innovation: How Techstars Helps Large Enterprises Innovate
Looking Forward: Potential Disruptors of the Future
14,000applications a year,
only about 1%get picked
Nurtures a large network of
1200 mentors, most are
notable entrepreneurs
Invests in startups and provides
mentorship through
14 programswith
10 startups each, every year
Techstars provides investment,
staff and processes to
run ‘accelerator’ programs in
partnership with corporates
Enterprises provide mentors and
access to their technologies Nike and Barclays benefited
from learning and partnering
with startups through Techstars
Imbalanced marketplaces
are ripe for
disruption - companies like
Uber, Airbnb and
PivotDesk correct such
imbalances
Startups like Oblong are
working in the exciting
domain of Human-Computer
Interaction
Vertical search engines,
such as Mocavo and
Next Big Sound, allow
focused search in a domain
Startups working on
crypto-equities and
crypto-currencies

everywhere else. We believe that
you can build Internet software
companies just as well in Dublin,
Tokyo or Tel-Aviv, and we want
to be part of such up-and-coming
startup communities around the
world.
In the near term, I think any sector
that is based on a brokerage model
will be vulnerable to disruption.
Real-estate is an example of such
a sector. Here in the US, you pay
a 6% brokerage fee even if it
takes just two days to sell a house
after it’s listed online. The market
needs to be more flexible, and
technologycanhelpwiththat.So,I
think you’ll see startups that come
in with transactional systems that
address the inefficiencies in the
brokerage model. We are working
with one such startup that charges
a brokerage fee commensurate
with the effort involved in a sale.
We see more and more tech hubs
across the world in countries
such as Finland and Israel. Is
Techstars planning to be present
in tech hubs outside the UK or
the US?
Yes, absolutely! People ask me
all the time, “David, are you
anti-Silicon Valley?” I say, “No,
not at all!” It’s not that we’re
anti-Silicon Valley. We’re pro
What are the sectors that will be
disrupted the most over the next
few years based on what you
can see?
In the long-term, crypto-
currencies and crypto-equities
could potentially disrupt the
financial world. We recently
funded a crypto-equities startup
that allows you to invest in a
company without ever using
traditional money. I think that
this has the potential to disrupt
the global economy and banking
systems. It’s still a use-case
currently.Buttome,it’sapotential
Internet-scale disruption that
could change the way we transact.
In the near term,
I think any sector
that is based on a
brokerage model
will be vulnerable to
disruption.

Black swan startups: Spotting tomorrow’s big digital disruptors
Black Swan Startups:
Spotting Tomorrow’s Big
Digital Disruptors
S
aul Klein is a Partner with Index Ventures, one of the largest venture
capital firms specializing in technology investments. Saul has 20 years
of experience in building tech companies in both the US and Europe.
He is the co-founder of Kano and Seedcamp; he also co-founded and was the
original CEO of Lovefilm International, which was acquired by Amazon; and
part of the original executive team at Skype, which was acquired by eBay.
Capgemini Consulting spoke to Saul Klein to examine the disruptive impacts
of startups and their implications for traditional incumbents.
Interview with
Saul Klein
– Partner with Index Ventures
@cape

The Rise of Big Bang
Disruptions
Could you give us an overview
of Index Ventures?
Index Ventures is an early-stage
venture capital firm, founded in 1996
with €3 billion under management
across various funds. We have a
portfolio of 140 companies across
20 countries and 39 cities, in almost
all sectors where technology is a
disruptive force. The combined
revenues of these companies amount
to around €6.5 billion, with an
average growth rate of circa 117%,
and employing 25,000 people. Over
just the last 12 months, we have
had 10 companies that have gone
publicorexitedatmorethanabillion
dollars.TheyincludeKing,Criteo,Just
Eat, Arista, Climate Corporation and
Supercell. Many of our companies
reachthe100millionmarkinrevenue
in less than five years. Some of them
are generating billions in revenue in
less than three years.
How do you assess the
disruptive potential of startups?
Well, there is never one specific
thing. Spotting disruption is like
finding a black swan. If it were that
easy, everyone would be able to do
it. However, the things that we look
out for are: market opportunity,
strong leadership, and a product
that fundamentally changes the
customer experience within that
sector. The market and leadership
team are relatively easy to ascertain,
but the product or customer
experience are more difficult. In
sector after sector, we are looking
for businesses that are delivering a
product that serves a real need. But
the mode of delivering that need
should change the dynamics of the
industry in a way that it becomes
hard for incumbents to compete.
53
Spotting disruption
is like finding a
black swan. If it were
that easy, everyone
would be able to do
it.
You recently argued that it
takes less and less time to
create $10 billion in value
today. Does it mean that we
are now seeing more big bang
disruptions?
Yes, absolutely, we will see more
and more big bang disruptions. Let’s
be clear on one point – the Internet
changes everything. There are three
billion people connected to the
Internet with smart phones, which
is going to increase to nearly six
billion in the next five years. Until
10 years ago, the Internet was only
used by 300 million people, mainly
in the U.S. and Western Europe.
With the growing addressable
market, the opportunities are 10x,
20x, or 50x bigger on the consumer
side than 10 years ago. On the
enterprise side, it used to take six to
twelve months to land a $1 million
annual contract. Today, you can get
to 10,000 customers with virtually
no sales force. Also, until a few
years back, the customer base of
cloud computing and SaaS was the
Fortune 500. Today, it’s the Fortune
5 Million. Businesses are witnessing
customer growth and revenue
growth at extraordinary speeds.
The emergence of a new
entrepreneurial culture is certainly
accentuating this new wave of
disruptions. We recently conducted
researchandfoundthat,onFacebook,
there are 55 million people interested

54
Do you believe that big
businesses are not tech-savvy
enough?
It is not that big companies do
not take tech seriously. Most big
companies spend over a billion
dollars a year on IT. Whether they
spend it wisely or not is a completely
different matter. Big companies
do not get enough exposure to the
truly innovative technology and
business models that start-ups are
involved with. This is because big
companiesfocusonbuyingfrombig
companies, and not really engaging
with small companies. But before
you know it, these small companies
are actually pretty big, driving most
of the technology changes.
capacity for risk taking. All these
factors together put the incumbent
in a tough spot. Incumbents have
huge assets in terms of their balance
sheets, distribution channels and
humancapital.However,unlessthey
are prepared to be aggressive and
take risks, it is very hard to compete.
in entrepreneurship. This is a huge
numberandnotfarfromtheamountof
peoplewhoareinterestedincelebrities
like Beyoncé or Ronaldo. People
starting their own businesses has
become a mainstream phenomenon.
Becoming an entrepreneur is also
much more accessible: the tools of
production are now incredibly low-
cost; the distribution platforms – app
stores and social media – are often
free; and the ability to access capital
through platforms like crowdfunding
iswidelyandgloballyavailable.
Big Companies Reacting
to Digital Disruptions
Why do you think big
companies are not well
equipped to combat disruption
from startups?
I think there are a number of
different levels. Firstly, startups
have a cost base – OpEx and CapEx
– that is radically different from
the incumbent. Incumbents have
high legacy cost in everything
from infrastructure to IT. Trying to
compete with someone who has a
lightweight or a cloud-based cost
base is difficult. Secondly, very
few incumbents have boards or
C-suites that are equipped with the
right digital skills compared to the
strong digital skills that startups
have. Finally, incumbents have
profit pools that they are perpetually
trying to protect, restricting their
Very few incumbents
have boards or
CXO suites that are
equipped with the
right digital skills.
Black swan startups: Spotting tomorrow’s big digital disruptors
You also need a C-suite that really
understands technology. What
companies need is a board or
a C-suite that really challenges
and critiques the company’s IT/
technology investments. This is a
board that would point to the results
achieved by startups and question
why their company cannot emulate
them. For example, they might point
to Adyen – a payments technology
firm – that can process billions of
transactions in 130 countries at
much lower cost. Or Instagram,
which built a global network of 400
million people with 30 developers.
How do you think big
companies should react to
disruption from smaller, newer
players?
It’s important for big companies to
think about what their core values
are and then think about how
emerging technologies – robotics,
virtual reality, AI, etc – could be
incorporated to their strategic
advantage. One of the reasons that
bigcompanieshavebeeninbusiness
foralongtimeisbecausetheyhavea
set of values that has been successful
over time. Companies like GE or
Marks & Spencer – which have been
in business for over a hundred years
– have been successful because they
are consistent with their values.
Companies succeed best when they
are true to who they are, not when
they try and be something that they
are not.

55
Is acquiring the disruptor a
good approach to fight back?
Ithinkitabsolutelyneedstobeapart
of the toolkit. However, companies
have not been great at doing that.
When you look at innovation, 80
to 90% of risky innovation fails,
but it is the 10 to 20% that succeed
that create 40% of your profit pool.
In the venture business, 62% of the
capital that you invest returns 1x or
below. So, let’s apply that thinking
to M&A. The wrong way to think
about M&A is that every acquisition
I make is going to succeed. The right
way to think of M&A is that some
will succeed and some will fail. I
will significantly overpay on some
companies and I will massively
underpay on others. If Google
bought YouTube today, it would be
$50 to 100 billion. They bought it at
1.6, and everyone thought they were
insane.
We see many big companies
investing in accelerators and
acquiring incubators. Do
you believe this is the right
approach to engage with the
startup ecosystem?
Big companies will truly engage
with the startup ecosystem when
they spend between 5% and
25% of their tech and innovation
budget with a small company.
Accelerators are nothing but
Corporate Social Responsibility.
They help big companies participate
55
The right way to
think of M&A is
some will succeed
and some will fail.
I will significantly
overpay on some
companies and I will
massively underpay
on others.
We will see more
and more big bang
disruptions.
in the ecosystem and gain visibility.
However, it means nothing until
there is commercial engagement
that happens through procurements
and purchase orders.
Europe as a Startup Hub
Is Europe catching up with the
US on the startup front?
Itisclearthatbillion-dollarcompanies
now come from anywhere in the
world and not just from Silicon
Valley. However, it is much easier to
be an enterprise company in the Bay
Area because big companies in the
Bay Area are earlier adopters of new
technology.

Nurturing the Innovators: An Overview of Index Ventures
Many companies reach
100 million
in revenues in less than
ﬁve years
Combined revenues of
€6.5 billion,,average
growth rate of 117%,
25,000 employees
Portfolio of 140
companies across
20 countries and
39 cities
€
€ 100
How Should Big Companies React to Disruptions?
Digitally equip your C-suite Embrace technology, but
stick to your core values
80 to 90%of
risky innovation fails
that succeeds
Apply the same
mindsetto
acquisitions
Acquire Startups, but be Prepared for Failures
Spotting the Digital Disruptors of Tomorrow
The
10 to 20%
creates
of your
proﬁt pool

Looking Ahead
Which are the key startups to
watch for in 2015?
On the enterprise side you have
companies like Hortonworks in
Big Data, Pure Storage in the
storage sector or Dropbox in cloud
computing, Adyen in financial
services, and LookOut in mobile
security. Then you have some really
interestingconsumerbusinesses,like
BlaBlaCar, Etsy and SoundCloud.
The list is endless. In every sector
and geography there are 5 or 10
companies that are poised to break
out and go mainstream.
In terms of sectors, which ones
are going to suffer most from
disruption in the next year?
All sectors that have been
disrupted will be disrupted again
because of mobile and social.
Media & entertainment, retail
and travel have been disrupted
once, and they are going to get
repeatedly disrupted again. The
financial services sector also has
an enormous amount of potential
for disruption. No one will be
exempt!
The financial
services sector
has an enormous
amount of potential
for disruption.
What can Europe learn
from countries like Israel
regarding startups and the tech
ecosystem?
There are a lot of successful tech
ecosystems now in Europe. London
is probably the biggest, but you
have great ecosystems building
in Berlin, Stockholm, Dublin and
Paris. However, Israel is unique as
it is almost akin to a Silicon Valley
to the rest of the world. You have a
diverse technology ecosystem and
strong infrastructure. Within the
spaceofanhour’sdrive,youcansee
the cutting-edge, including ad:tech,
cleantech, cybersecurity, cloud
computing, storage, networking,
semiconductors, e-commerce, and
consumermobile.Thedensityofthe
Israeli ecosystem is unique when
you compare it with other markets
andlocationsbeyondSiliconValley.
To create an ecosystem, you need to
look at the specific attributes of the
geographical location. You want
to see small businesses, venture
capital, universities, governments,
and big companies. These are the
fivedimensionsofanecosystemyou
need for fruitful cross-pollination.
Europe always had great micro-
centers of innovation, but they
were never effectively connected.
This is starting to change.

60 DIGITAL TRANSFORMATION REVIEW N° 0760
Riding the Wave of Digital
Disruption: Scripting a New
Digital Future, the FT Way
Interview with
Caspar de Bono
– Managing Director,
B2B at the Financial Times
T
he Financial Times (FT) is one of the world’s leading business news organizations,
providing news, comment, data and analysis for the global business community.
In 2014, the FT’s total circulation reached an all-time high with 700,000
subscriptions and sales across print and online. Significantly, digital subscriptions
increased 23% year-on-year and now constitute nearly two-thirds of the FT’s total
paying audience. Further, the FT has seen sustained mobile growth - mobile now
accounts for almost 50% of the FT’s total traffic and 20% of new digital subscriptions.
In an industry that has been swept by digital disruptions in the last decade, the
FT stands out as one of the few incumbents that have successfully managed these
disruptions. Capgemini Consulting spoke with Caspar de Bono, Managing Director, B2B
at the FT, to discuss the impact of digital on the news media industry and the response
of the organization to that tidal wave of change.
Riding the Wave of Digital Disruption: Scripting a New Digital Future, the FT Way

61
We realized early on
that we needed to
get busy changing
our source of
revenue.
In 2000, the US
newspaper industry
was generating
$60 billion in print
advertising. Ten years
later, print advertising
revenues dropped to
$20 billion.
We introduced a
metered model in
2007 where we
began to use demand
to help us price.
Responding in a News
Industry Hit Hard by Digital
What disruptions have you
faced since the 1990s?
We used to be almost entirely
funded by our advertisers, so 80%
of our revenues in the late 1990s
came from print advertising.
As both reader and advertiser
demand shifted to digital, the
whole economics of advertising
changed as well. The oversupply
of advertising inventory online
meant that advertising rates fell
substantially. This has had a
very significant impact on the
newspaper industry’s revenues. To
put that into perspective, take the
United States as an example. In
2000, the US newspaper industry
was generating $60 billion in print
advertising. Ten years later, print
advertising revenues dropped
to $20 billion and the same
newspapers were only generating
$1.3 billion in online advertising.
Did you anticipate the
strength and the speed of the
disruptions you were facing?
We knew that the prices we were
getting for the same audience online
were a fraction of the prices in print.
People were hoping that it was just a
matteroftimebeforeonlineaudiences
would be so massive that everything
would resolve itself. But I think
where we differed from many of our
competitors was in our realism. We
realized early on that this hope was
too optimistic to be credible, and that
we needed to get busy changing our
sourceofrevenue.Thebenefitofbeing
a specialist provider of information is
that we know from our readers that
what we produce is valuable. We put
thattothetestbyaskingpeopletopay
for accessing our journalism digitally.
We started doing that in 2001, and
we’vebeenexperimentingandscaling
whatworkseversince.
Experimenting with Digital
to Build a New Content
Universe
As part of your response, you
launched a range of initiatives
and experiments. Can you tell
us more about your response?
In 2001, we made the decision that we
were going to ask readers to subscribe
and pay for access to our journalism.
We tried a binary solution, where
some content was always free and
somecontentwasalwayspaidfor.We
found that while that worked initially,
it plateaued, so we ended up with
about 90,000 subscribers and then it
didn’tgrowmuchbeyondthatpoint.

FT Stands Apart in a News Industry Hit Hard by Digital
: Riding the Wave
of Digital Disruption
Online advertising revenues
stood at just $1.3 billion
in 2010
In 2014, FT
subscriptions and sales
reached an all time high
of 700,000
Digital subscribers
accounted for
two-thirds of the FT’s
total paying audience
Mobile accounts
for 50% of the
FT’s total
trafﬁc
The US newspaper industry lost
$40 billion in print
advertising revenues in10
years since 2000
50%
Continually Experimenting with Digital to Build a New Content Universe
2001 – Began
charging readers for
access to publications
2007 – Introduced a
metered charging model,
using consumer demand
to price content
2007 – Established
direct contractual
relationships
with content aggregators
More than doubledd
prp int prices in the
last ten years to make
print profitable in its
own right
Resource
Allocation
Focused on data
analytics to enable
targeted
advertising that
guarantees
“attention time”
Investments in
Technology
Regularly organizes
“Digital Learning
Week”
to familiarize employees
with digital technologies
Upgrading Skill
Levels
Built direct sales,
marketing, and
customer support
capabilities, which did
not exist before
Acquired a sos ftware
company, which later
became FT Labss
Organizational
Changes

That’s why we introduced a metered
model in 2007 where we began to
use demand to help us price. We were
saying “let’s not have the FT decide
what content is worth paying for and
whatshouldbefree,letdemanddecide
that.” So, we let customers register to
accessalimitednumberoffreearticles
of their choosing. We realized that if a
customerhadnevercomeacrosstheFT
before,theywouldwanttoreadalittle
andtodecidewhetherourcontentwas
relevant to them and worth paying
for. Once they had exhausted their
free articles, we invited customers to
purchaseasubscription.
This had a profound impact on
subscriptions. It meant that our
acquisition costs were now much
lower because rather than trying to
acquire subscribers anonymously,
we were now marketing to registered
users. It was a much more nuanced
marketing approach and one of the
fundamental reasons why we were
able to re-kick start our subscriptions
growth.
Can you give us an example of
how you benefited from digital
disruptions?
Previously,wereliedonintermediaries
– wholesalers and retailers – to reach
customers.Infact,mostpublishersstill
allow third-party news aggregators
to buy intellectual property rights
wholesale and then retail the content
and the software solution as one
package. The aggregators sell the
content and the software solution to
banks, governments, corporations,
universities,andanykindofcollection
of readers where the purchase is done
centrally and the access is managed
centrally. The pricing of the content is
very commoditized since institutional
customers have a lot of buying power
–giventheybuyabout20,000sources
from an aggregator for one price. We
felt that even though we were getting
a high margin from this model, the
amount of profits that we earned was
actually a fraction of what we could
earn if we went directly to customers.
Not having a direct relationship
with customers also meant that we
didn’t have access to direct customer
feedback. We didn’t know where we
were adding value, where there were
missed opportunities, and where we
neededtoimprove.
Technology helped
us establish a
direct relationship
with customers.
This was very
disruptive and the
FT has significantly
benefited from this
disruption.
So, in 2007, we went to all seven
aggregators we had at the time and
said - “we are going to terminate our
licenseswithyoufortherightstoretail
the FT. But what we are prepared to
do is continue to have key content
available on your platform if the
end customer has bought a license
from us.” This was probably the most
profound change that technology
enabled for us. It helped us establish
a direct contractual relationship with
customers. This was very disruptive
and the FT has benefited significantly
from this disruption. Technology has
given us a lot more insight into the
customer. We now know who our
readers are. We have a dialogue with
themabouthowweprovidevalue.We
have very objective evidence of how
customers are using the FT and how
we’re delivering value. Our customers
have benefited as well because it has
given them more transparency. They
now know that they only pay for the
FTonceandcanthenaccessitthrough
any of now nearly 50 third-party
solutions. They also have evidence of
theirutilization,whichtheycanuseto
decide whether their money is being
well spent and whether they should
spendmoreornot.
Asaconsequenceofthischangeinour
licensing model, we now have more
than 4,000 institutional customers,
more than 300,000 readers who
benefitfromourlicenses,andwehave
increased profit by a factor of nearly
five.Wealsohavea90%renewalrate.

a world where you anticipate that
advertising is going to be challenged,
you want to make sure that print is
profitable on its own. Equally, you
wanttobeabletoputasmuchofyour
surplus into digital and not use it to
subsidize a loss-making print activity.
So, we increased the prices for our
print product quite significantly, in
factbymorethandoubleinthelast10
years. And we are very pleased with
thefactthatwe’vemanagedtogetour
printbusinesstoaprofitablepointand
adapt to the digital world at the same
time.
6464
Building the Organization,
Capabilities and Skills for a
Digital World
Can you outline some of the
organizational changes that
you implemented as part of
your digital response?
In order to have a direct relationship
with consumers, we had to build
out our direct sales, marketing, and
support capabilities, which we didn’t
have before. In particular, we brought
our customer service in-house. We
agreed that if we wanted to build a
direct relationship with customers, we
neededtoservicethemdirectlyandwe
couldn’t outsource that relationship.
We were driven by the desire to get
feedback from our customers because
that feedback is crucial to help us
adaptandlearn.
How did you evolve your
resource allocation between
print and digital?
Westillhavemanycustomerswhosee
the print version as valuable and who
are willing to pay for it. Our transition
strategy has been sympathetic to
that. This is why, for example, we
redesigned the newspaper recently.
But we also made the decision that
we wanted the print business to be
profitable in its own right and before
advertising. In the days when 80% of
your revenue came from advertising,
it was fine for your circulation to
be subsidized by advertising. But in
What level of investment have
you made in technology?
We are investing a lot in technology.
For instance, when we made the
shift to a direct licensing model,
we launched a mobile app for our
customers. Initially we developed an
iOS app, but when Apple changed its
commercial terms, which effectively
meant that Apple would own the
customer relationship, we decided to
We made the
decision that we
wanted the print
business to be
profitable in its own
right and before
advertising.
We have invested
heavily in the
collection of data
and have built up
quite a significant
capability in data
analytics.
come out of iTunes and launch our
own HTML5 app. The app was built
quicklyandcosteffectivelybyahighly
specialized independent software
house. We ended up acquiring that
business,whichthenbecameFTLabs.
How about data analytics?
We have invested heavily in the
collection of data and have built up
quite a significant capability in data
analytics. We have worked very hard
at improving the targeting that we’re
able to offer our advertisers. It’s one
of the reasons that we’ve been able
to be bold in reframing how we’re
going to sell advertising. We made
a statement a few months ago that
we’re now going to sell what in effect
are “attention minutes”, in addition
to inventory. As you know, most
advertisers sell impressions, and they
might sell the consequence of those
impressions, such as clicks or even
purchase. We’ll still do this, but now
advertisers will also be able to buy a
guarantee that an advertisement will

65
65DIGITAL TRANSFORMATION REVIEW N° 07
Digital Learning
Week is intended to
stop people feeling
that just because
they started their
career in print media
they don’t have a lot
of potential and a lot
to offer with digital
media.
be seen by a particular target group
for a specified period of time. So, you
arebuyingminutesorhoursoftimein
front of that audience and it’s verified
that it’s really a person there, it’s not a
machine.
In terms of your people, what
training initiatives have you
launched and can you tell us
more about Digital Learning
Week?
Digital Learning Week is a fantastic
festival: an exhibition of different
aspects of what it means to be digital.
This could mean helping our people
understand how to use social media
better or how to market effectively
in digital media. Overall, though,
it’s really about familiarization. It is
intended to stop people feeling that
just because they started their career
in print media they don’t have a lot
of potential and a lot to offer with
digital media. That’s very important
culturally. Digital should not be seen
as a specialist activity done by a few
technicalexperts.
Do you face emerging
competitors in the digital space,
such as LinkedIn, which is now
investing in producing original
editorial content?
Any organization that is investing
in original content that is of interest
to our target audience – leaders in
government or business who are
makingmulti-million-dollardecisions–
isacompetitor.Butalotoforganizations
are aggregating, repurposing or
republishing content that’s been
originated by others. Origination is our
USP.
I think the other competition is time.
Our audiences are very time-poor;
thereisahugeamountofcompetition
for their attention. Therefore, we can’t
think of our competitors as just direct
substitutes for what we do, but also
substitutes for a reader’s time. We
therefore have to be very clear about
how we improve the productivity of
our readers. How do we help them
discover interesting and compelling
content effectively? How do we make
thebestuseoftheirtime?

That’s a fairly profound change.
It needs a lot more evidence to be
collected. It requires a much more
trusting and direct relationship with
thecustomerandit’sgoingtorelyalot
ondata.
Learning the Lessons
of Digital
What are the key lessons
that you learned from this
transformation and what could
be the key takeaways for
companies across sectors?
I think it’s about asking the
fundamental question of why the
business exists and what purpose
it serves. Then, you must be brave
and confident about adopting
a strategy to deliver that. Both
competitors and customers told
us outright that our ambition to
charge for our journalism wasn’t
going to work. But we went back
to the fundamental reason that we
exist: that the market sees value in
having information sourced and
validated in an independent way
so they can make decisions on
it. We came up with a strategy to
deliver that in a world where the
whole economics of distribution
and funding had changed.
How do you decide to evolve
your business model?
We have regular discussions on
different forums on the changes
and adaptations that we need
to make. That’s not only done at
board level. We have a product
council that involves multiple
stakeholders across the business.
We also look at changes in
customer feedback and sentiment.
We take all of these measures to
ensure that we continually review
our business model.
66
We ensure that we
continually review
our business model.
What are the next phases
of transformation for the
Financial Times?
We are moving much more to being
a service organization. We are
looking at whether we can work with
our customers to measure what a
beneficialoutcomeforthemisinusing
our journalism. For example, we have
business education clients who we’re
workingwithtobuildonearlyinsights
we’re getting that students who have
readtheFTaremorecompellinginjob
interviews. These students are able to
link theory to practice, to relate what
they heard in the classroom to what’s
happening in the market, and are able
to apply what they have learnt. How
do we improve that? Can we measure
that?
We are moving
much more to
being a service
organization.

68
Designing Transformational
Business Models
Interview with
Serguei Netessine
– Chaired Professor of Global
Technology and Innovation at INSEAD
@snetesin
S
erguei Netessine is The Timken Chaired Professor of Global Technology
and Innovation at INSEAD and the Research Director of the INSEAD-
Wharton alliance. Before joining INSEAD in 2010, Professor Netessine
was a faculty member at the Wharton School, University of Pennsylvania. He
has co-authored dozens of publications in prominent management journals.
His latest book - “The Risk-Driven Business Model: Four Questions that will
Define Your Company” (www.defineyourcompany.com) - co-authored with
Professor Karan Girotra of INSEAD, provides a toolkit to help organizations
design innovative business models. Capgemini Consulting spoke with Professor
Netessine to understand how companies should adapt their business models to
survive digital disruptions.

Business Model Innovation
is the Key to Surviving
Disruption
Why is business model
innovation so important today?
The shortcomings of traditional
innovation approaches that focus
on new technologies and new
products alone are becoming
increasingly evident to many
organizations. For example,
pharmaceutical companies spend
as much as 30% of their revenues
on R&D, trying to develop new
products or technologies. But
the return from this enormous
expenditure has been very elusive
and it is a common problem across
industries. For every successful
new product that a company
creates, there are typically 10
that fail. For example, Apple has
many new product successes
to its credit, but it has also seen
some major failures, such as the
Newton project. This was a series
of handheld computers that Apple
produced in the 1990s that lost it
close to $1.5 billion.
We also see more and more
companies – such as Airbnb,
Uber or Alibaba – that do not
really invent any products or
technologies. Yet, they have huge
market capitalizations as a result of
their innovative business models.
I think this is the main driver of
business model innovation.
Would you argue that
groundbreaking technology
rarely achieves mass adoption
without an innovative business
model?
Yes, I believe that is true. The
challenge with new technologies
is that they usually have very
different cost and revenue
parametersfromanoldtechnology.
This makes their adoption using an
old business model very difficult.
Take the case of energy-efficient
light bulbs. They help consumers
save on electricity and are more
environmentally friendly, but
they are also more expensive
than normal bulbs. This is why
the adoption of energy-efficient
bulbs has been very slow in some
countries. However, we are now
seeing new business models,
pioneered by energy efficiency
services companies, which are
driving up the adoption. These
energy efficiency services
companies replace old bulbs with
energy-efficient ones free of
charge. Commercial consumers
don’t have to pay anything for the
new bulbs. Instead, they need to
measure how much money they
save on electricity by using the
new bulbs. At the end of the year,
the savings are split between the
consumer and the energy services
company. This new business model
is in large part responsible for the
increasing adoption of energy-
69
It is becoming
increasingly more
evident to many
organizations
that traditional
innovation
approaches that
focus on new
technologies and
new products alone,
often do not work.

70
efficient bulbs.
The Risk-Driven Approach to
Business Model Innovation
What are the different ways
in which organizations can
innovate their business models?
Companies can redesign their
business models by changing
their cost or revenue structure.
For instance, a company could
go from charging per song (like
iTunes) to charging per month
(like Spotify). This changes the
revenue structure. Companies can
also change their cost structure
by, for example, outsourcing
manufacturing to a low-cost
country. But I think most
companies realize that these kinds
of innovation are quite common
and are relatively easy to copy.
There is another approach to
business model innovation
that companies should explore:
redesigning their business models
by changing the way risk is
Companies can
also redesign their
business models by
changing the way
in which risk is
managed.
You identified two types of
risks - information risk and
incentive-alignment risk.
Could you tell us about the
differences between them?
If I go back to the example of Dell,
most computer manufacturers were
producing computers without
really knowing exactly which
configuration the customer wanted.
They were producing based on
forecasts. This is what we call
information risk – a situation where
companies make decisions without
enough information.
Incentive-alignment risk arises
whenincentivesarenotalignedon
a value chain. This happens very
often with new technologies. For
example, Netafim, an irrigation
company based in Israel, develops
advanced irrigation equipment
that increases crop yields by
400-500% with very little water.
Despite the dramatic improvement
in crop yield, Netafim found
it very difficult to sell their
equipment. The technology was
expensive and farmers lacked
managed. Dell is an interesting
example of a company that used
the risk-driven approach to stay
ahead of the competition. Dell’s
innovation, which disrupted
the computer industry, was to
produce computers on demand.
In doing so, Dell eliminated
the fundamental risk that other
computer manufacturers were
facing – the risk of uncertain
demand. Dell’s competitors were
often forced to liquidate excess
stock or lower prices significantly
because of lower than expected
demand. In contrast, Dell
completely eliminated the risk of
mismatch between demand and
supply by producing only what
customers wanted when they
wanted it.
It is important to note that Dell’s
cost structure was higher as a
result of this approach. In order
to deliver on demand, it had
to manufacture close to where
its customers were. This meant
producing in the United States
rather than in low-cost countries
like China. Further, since it
retailed its products for about
the same price as its competitors,
Dell’s revenue structure was about
the same as that of its competitors.
Despite this, Dell managed to
dominate the industry for many
years by building its business
model around managing risk
more effectively.
Information risk is
a situation where
companies make
decisions without
enough information.

The fundamental
issue with most
companies is
that they never
re-evaluate their
business models.
Are there startups that have
adopted a risk-driven business
model?
Yes, San Francisco-based startup
Timbuk2, a consumer products
company, has adopted a risk-
driven business model. Timbuk2
produces quality, custom-made
bags to order. They manufacture
the bags locally in San Francisco,
which is one of the most expensive
cities in the world. Nevertheless,
they are highly successful because
they produce on demand. As a
result, they completely eliminate
information risk.
Uber is another example of a
company that has adopted a
risk-driven business model.
Taxi service providers are
exposed to the risk of mismatch
between demand and supply.
They need to purchase cars, hire
taxi drivers, and pay wages to
drivers. However, the demand for
taxis may exceed or fall short of
supply, which results in losses. By
offering higher rates to drivers
when demand outstrips supply,
Uber incentivizes more drivers to
offer their services. As a result,
whenever demand increases, it
is matched by a corresponding
increase in supply. By aligning
incentives in this manner, Uber
has been able to mitigate one of
the taxi industry’s fundamental
problems.
Successful Companies
Constantly Reinvent their
Business Models
In your opinion, why are some
companies more successful than
others in surviving disruption?
The fundamental issue with
most companies is that they
never re-evaluate their business
models. Blockbuster, for instance,
pioneered the revenue-sharing
businessmodelinthevideorentals
industry. Before Blockbuster
introduced the new model, studios
charged retailers very high rates
for tapes. Under the new model,
Blockbuster paid studios lower
rates upfront but shared revenues
with them instead. The new model
helped Blockbuster increase
its market share from 25% to
38% in just two years. However,
Blockbuster never really revisited
its business model again. And
when they did revisit it, it was too
late. They were already far behind
their competitors.
71
the educational background to
fully understand the benefits. So,
in this case, the incentives were
fundamentally misaligned. Farmers
were not convinced of the value of
investing in the equipment, despite
its seemingly obvious benefits.
To fix this problem, Netafim
decided to sell services instead of
products. They offered to install
their products free of charge for
farmers. At the end of the year, they
would measure crop yield. If it had
increased by the promised 400%,
they would take a share of the
difference in revenues. This helped
align incentives in the value chain.
Farmers were now willing to use the
equipment since they did not need
to pay anything upfront, which
minimized any downside risk. By
eliminating incentive-alignment
risk, companies can create business
models where everybody benefits.
Incentive-alignment
risk arises when
incentives are not
aligned in a value
chain.

72
Amazon is one
of those amazing
companies that
constantly and
relentlessly tries to
analyze its business
model and tries to
disrupt it before
being disrupted by
others.
What are some of the lessons
we can draw from Amazon’s
success?
Amazon is one of those amazing
companies that constantly and
relentlessly analyzes its business
model and tries to disrupt it before
being disrupted by others. When
Jeff Bezos started Amazon as an
online retailer of books, he realized
that it was impractical for a cash-
strapped startup to carry millions
of books in inventory. So, he
invented a business model that he
called “Sell All, Carry Few”. In this
model, Amazon operated like a
virtual retailer and outsourced most
of its fulfillment to distributors
and wholesalers. Within a few
years, however, Bezos realized
that most of its distributors were
not good at fulfilling individual
book orders. This was negatively
affecting customer satisfaction and
damaging Amazon’s reputation.
So, he completely turned Amazon’s
model around and started investing
heavily in warehouses in order to
stock all inventory internally.
In 2001, Amazon started offering
its website development, order
fulfillment, and customer service
capabilities to other companies
like Toys “R” Us, Borders, and
Target. In 2006, it went further and
began to offer these capabilities to
small retailers as well. So, Amazon
came full circle from completely
outsourcing fulfillment to
distributors and wholesalers to
selling its fulfillment capabilities
to others.
Apart from the innovations
on the fulfillment side,
what are some of the other
ways in which Amazon has
experimented with its business
model?
In 2005, Amazon made a major
change to its revenue stream
when it launched Amazon Prime.
Experience had shown that a lot of
customers chose not to buy online
because they were deterred by high
shipping costs. So, with Amazon
Prime, Amazon began offering
customers a shipping subscription.
This meant that customers did not
have to worry about paying for
individual shipments. Amazon
also experimented with its product
mix. In the late 1990s, Amazon
started expanding beyond books
into categories such as music,
videos and games that required
similar logistics capabilities as
books. It has continued to expand
its product portfolio constantly,
even with unrelated product
categories, as a way to hedge risks.
Its expansion into computing
services such as cloud computing
and electronic data systems is an
example of this.
In hindsight, there is a lot that
they could have done. For
instance, they could have thought
of new ways to structure their
relationship with customers.
Instead of charging exorbitant
penalties in late fees, they could
have graduated to a subscription
model like Netflix. And, of course,
Blockbuster should have thought
earlier about delivering DVDs
by mail and offering video on
demand.

Companies need to
look for symptoms
of inefficiencies in
their business model
by trying to see if
there is a mismatch
between what the
customer wants and
what they deliver.
Have you been
observing similar success
stories in business model
innovation in more traditional
industries?
I think the larger the company,
the less frequent the innovation.
But, we certainly see some
interesting innovations in
traditional companies. Maersk
Shipping Line is one example
that comes to my mind. Maersk
is an industry leader in shipping
and one of the oldest and largest
shipping companies globally.
I really like their recent major
innovation, which is called “Daily
Maersk”. Maersk performed a very
extensive analysis of customer
pain points to understand what
bothered their customers the
most. They realized that the
biggest challenge that customers
faced was the uncertainty in
container arrival times. In fact,
there was a 55% chance that
containers did not arrive on
time. As a result, customers had
to make various provisions to
manage the resulting uncertainty,
such as holding more inventory
or making their production
capabilities more flexible, which
led to additional costs.
Maerskdecidedtofixthisproblem.
They began to guarantee the
arrival time for their containers
and offered to pay a penalty to
customers in case a shipment did
not arrive on time. They added
many more ships on their routes
to make sure that there were daily
departures and customers did not
have to worry and plan ahead. In
exchange for helping customers
better manage uncertainty,
Maersk charged a premium for
this service. I really like how they
questioned their business model,
tried to understand customer
pain points, and adopted a new
strategy in response. They did
it very openly, with the CEO
speaking publicly about the new
strategy. It is very rare to see this
kind of an organized process.
73

Pharma companies spend
~30% of revenues on R&D, but without
much return
Companies like Airbnb, Uber or Alibaba do not invent any
new products - yet are successful due to their innovative
business models
30% {
Unlike technological or product innovations, business model innovation cannot
be relegated to the R&D department. It needs to be driven by the top management.
- Professor Serguei Netessine
Business Model Innovation is the Key to Surviving Disruption
Returns from traditional product innovation can be elusive
What - Companies look at
the kinds of decisions they
want to make
e.g. Zappos decided
to focus on a single
product line
When - Companies look at
the timing of decisions
e.g. Dell decided to sell
a product first, and
produce it later
Who - Companies change
the decision-maker
e.g. Google allocates
20% of any employee’s
time to do whatever they
think is best
Why - Companies change
the incentives that exist in a
value chain
e.g. In the US healthcare
sector, doctors recommend
many procedures as their
incentives are tied to them
A Framework for Innovating Business Models
P O W E R E D b y S E R V I C E™EE

75
they think is best. Google realizes
that employees are best positioned
to identify the most important
projects to work on. The “Who”
strategy has produced nearly 50%
of all innovations at Google.
The “Why” approach changes the
incentivesthatexistinavaluechain.
For example, the fundamental
problem in the US healthcare sector
is that doctors are compensated per
procedure. This results in doctors
prescribing too many procedures
and leads to higher healthcare
costs for companies. This is an
incentive problem. To change
these incentives, many companies
have started integrating doctors
within their organizations and
paying them a fixed salary. This
has reduced the cost of healthcare
for companies and increased the
quality of care.
Companies need to apply these
approaches and identify ideas for
business model innovation. As a
next step, they need to experiment
with these ideas. Experimentation is
veryimportantbecauseitisdifficult
to accurately predict the success of
an innovation. Companies need to
develop scaled-down versions of
their new business models and test
them with a subset of customers.
Could you tell us about the
framework you have developed
in order to help companies
innovate their business model?
We have developed four different
approaches for companies to deal
with information and incentive-
alignmentrisksandwedenotethem
by four words: “What”, “When”,
“Who”, and “Why”.
In a “What” approach, companies
needtolookatthekindsofdecisions
they want to make and how they
can increase or reduce risks using
those decisions. For instance, they
could decide to focus on a narrower
set of decisions. A good example
would be companies like Zappos
and diapers.com that only sell a
single product category (both were
acquired by Amazon.com).
The “When” approach changes
the timing of decisions. A good
example here would be Dell. Instead
of first producing a product and
then selling it, Dell began selling
a product first and producing it
later, in response to actual customer
orders.
The “Who” approach changes who
makes the decisions. For instance,
Google allocates 20% of any
employee’s time to do whatever
Companies need to
develop scaled-down
versions of their
new business models
and test them with a
subset of customers.
Building a Culture of Sustained
Business Model Reinvention
How can companies anticipate
if their business model is
becoming obsolete?
Companies need to look for
symptoms of inefficiencies in their
business model by trying to see if
there is a mismatch between what
the customer wants and what they
deliver. There are many troubling
symptoms that indicate that the
business model is not working well.
These could be large fluctuations in
financialperformance,underutilized
employees or excessive inventory.
To start with, companies need to
conduct a business model audit in
order to identify information or
incentive-alignment risks in their
current business model.

76
audit the business model, identify
inefficiencies and generate ideas,
companies should set up a small
team tasked with testing these ideas
and implementing them on a small
scale. It is important that this team
is not affected by resistance from
within the organization. It should
therefore operate independently, in
astartup-likeenvironment.Oncean
idea is tested and found to generate
positive results, companies can
then start rolling out the innovation
across the organization.
How can companies create
a culture that encourages
constant business model
innovation?
We recently conducted research
in Singapore which showed that
only about 5% of manufacturing
organizationsinSingaporepractice
business model innovation. This
number is consistent with some
Unlike technological
or product
innovations,
business model
innovation cannot
be relegated to the
R&D department.
What kind of an organizational
structure should companies
build for business model
innovation?
Unlike technological or product
innovations, business model
innovation cannot be relegated
to the R&D department. Business
model innovation needs to be
driven by the top management.
Business model audits should
have the support of CEOs and
potentially board members and
should involve top managers from
all functional roles. Once they
sectors in Europe. Companies very
often lack basic understanding
about what the business model is
and why they should look at it. So,
I think the process of creating a
culture of constant business model
innovation should begin with
education. Next, organizations
should make a habit of making
business model audits a regular
exercise. Innovation should not
happen only when a company is in
financial trouble but on a frequent
basis, driven by the CEO.

77
“Unlike startups, large corporates
have too many processes that really
slow things down.”
companies is that they never
re-evaluate their business models.”
“Technology is seldom the problem.
- Tim O’Reilly
- David Cohen
- Serguei Netessine
- Rita McGrath
-- TTTTiimimimTTTTTTT OOOO’R’RRR ieieieillllllllyyy
WHAT ARE THE CHALLENGES IN RESPONDING
TO DIGITAL DISRUPTIONS?
“Over the last 20 to 25 years,
organizations have functioned
according to the notion that they should
innovate in line with their DNA and
within the bounds of their core
business. But, the digital age requires a
- Rita McGrath
- Philippe Lemoine
to acknowledge that their old
business model does not work
anymore.”
.

When Digital Disruption Strikes: How Can Incumbents Respond?
When Digital Disruption Strikes
How Can Incumbents Respond?
By Didier Bonnet, Jerome Buvat and Subrahmanyam KVJ, Capgemini Consulting
Volatility and Corporate
Darwinism
Since 2000, 52% of companies in
the Fortune 500 have either gone
bankrupt, been acquired or ceased
to exist1
. US corporations in the
S&P 500 in 1958 remained in the
index for an average of 61 years.
By 1980, the average tenure of an
S&P 500 firm was 25 years, and by
2011 that average shortened to 18
years based on seven-year rolling
averages2
. These are challenging
times for companies as the speed,
volume and complexity of change
intensify.
While there are several reasons
for companies vanishing from the
radar or going bankrupt, technology
disruptions are playing a big part
in amplifying this development.
One critical manifestation of
this heightened volatility is the
emergence of technology-driven
startups across multiple sectors.
Venture funding to startups is at
historic highs. In just one startup
hotspot, Silicon Valley, venture
capital investment in the first
Figure 1: Venture Capital Investments in Silicon Valley, 1995-Q3 2014 ($ Billions)
Source: NVCA, “National Venture Capital Association Yearbook”, 2014
1.81
3.37
4.63
5.88
17.79
33.40
12.67
7.26 6.73
8.00 8.13
9.77
11.55 11.53
8.29
9.39
12.17
11.15
12.42
16.96
1995 1997 1999 2001 2003 2005 2007 2009 2011 2013
Dotcom bust
Financial
downturn
Till Q3 2014
Since 2000, 52% of
companies in the
Fortune 500 have
either gone bankrupt,
been acquired or
ceased to exist.
@didiebon, @jeromebuvat and @SuB8u

79
traditional incumbents respond to
digital disruption, we conducted
research spanning 100+ companies
(see research methodology at the
end of the article).
Three Quarters of Incumbents
Responded Late to Digital
Disruptions
There are three broad and linear
stages to disruptiona
. The first stage,
Onset, is typically within the first
yearofthearrivalofdisruption.That
ismarkedbytheentryofadisruptive
startup that either brings forth a new
technology, or a new technology-
three-quarters of 2014 was around
$17 billion, a figure that is only
surpassed by the peak of the dotcom
era in 2000 (see Figure 1).
Digitalinnovationisshakingthecore
of every industry and incumbents
are struggling to respond. The
emergence of startups such as Uber
– which disrupt entire sectors with
their agile, innovative business
models – is worrying traditional
incumbents. In recent research by
GE,two-thirdsofrespondentsagreed
that businesses have to encourage
creative behaviors and must disrupt
their internal processes in order
to do so3
. What does a successful
strategyforrespondingtodisruption
look like? How fast have companies
responded to digital disruptions?
To understand more about how
Figure 2: Response of Incumbents to Digital Disruptions by Stage
enabled business model. The next
stage, Spread, typically takes place
two or three years post the arrival of
a disruptive technology/company.
In this stage, the main disruptor
starts growing in popularity, and
there are multiple me-too services
that mimic the disruptor. The final
stage – Mainstream Adoption – is
when the disruption reaches large-
scale acceptance and is over four
years from its arrival.
a Adapted from Steven Sinofsky, Board Partner,
Andreessen Horowitz; http://recode.net/2014/
01/06/the-four-stages-of-disruption-2/.
In the Silicon Valley,
venture capital
investment in the first
three-quarters of 2014
was only surpassed
by the peak of the
dotcom era in 2000.
N=100
A response is an action taken specifically to ward off the disruption/disruptive startup, such as the
acquisition of the disruptor or the development of a new business model.
26%
36%
38%
Onset Spread Mainstream Adoption
74%

Our research found that nearly 74%
of companies responded to digital
disruptions only after the second
yearoftheiroccurrence.Worryingly,
over 38% of incumbents respondedb
to the emergence of a disruptive
company after the fourth year. This
is the period when the disruption
starts to move more mainstream (see
Figure 2). Our research also showed
that the vast majority of companies
that went bankrupt responded only
when the digital disruption had
already firmly taken root.
Why Incumbents Struggle
to Respond to Digital
Disruptions
In most organizations, decision cycles
lagtechnologycycles.However,thatis
not the only reason why incumbents
struggle to respond to digital
disruptions.Wefoundfiverootcauses
behindincumbents’slowresponses.
80
Nearly 74%
of companies
responded to digital
disruptions only
after the second year
of their occurrence.
In most
organizations,
decision cycles lag
technology cycles.
One key reason
for organizations
becoming
complacent is
management inertia
– failure to sense the
need to change.
Slow Decision Cycle
Old-school approaches to designing
change – such as annual strategy
meetings–aretoocumbersomefora
non-linear,fast-paceddigitalworld.
Technology cycles are becoming
shorter than corporate decision
cycles4
as technology progression
accelerates. Organizations are
finding it increasingly hard to
match the pace of rapid technology
changes. Thirty-seven percent of
respondents in a global survey of
industry executives reported being
worried that their organizations
would not be able to keep pace with
technology changes and as a result,
lose their competitive edge5
.
Complacency about Existing
Business Models
One of the biggest challenges
in responding to disruption is
complacency. When disruption
strikes, companies find it difficult to
keep pace with the fast-moving and
changing world as they cling on to
the old successful business model.
One key reason for organizations
becomingcomplacentismanagement
inertia – failure to sense the need to
change. INSEAD’s Professor Serguei
Netessine believes that organizations
do not ask enough hard questions of
theirbusinessmodels.Asheexplains:
“I like to compare it to financial
auditing, which every organization
does every year, many times. Often,
a public company will do it once a
quarter. But then you ask the same
company how often [it examines] its
own business models, they’ll tell you,
‘Well, I don’t know. Twenty years
ago? Thirty years ago?’”6
.
b A response is an action taken specifically to
ward off the disruption/disruptive startup,
such as the acquisition of the disruptor or
the development of a new business model.

81
Figure 3: Major Causes Behind Incumbents’ Slow Responses
Complacency
Fear of
Cannibalization
Lower Margins
in the
Transition
Resources Unaligned to
Opportunities
Slow Decision
Cycle
Slow Reaction to
Digital Disruption
There are many examples of such
complacency. Consider the case
of RIM/BlackBerry. For years,
BlackBerry was the product leader
in enabling secure push mail on
mobilephones,earningacommitted
following with corporate users.
However, while RIM continued to
focus on its lead product, Apple was
reinventing what a mobile phone
could be. Apple’s iPhone married
email functionality to tools that up
until then were only possible on a
PC. BlackBerry’s core users began
to migrate in droves. RIM believed
its dominance of the enterprise
market was impregnable, but trends
such as Bring Your Own Device and
the growth of smartphones caused
massive challenges. It saw its
market share of the smartphone OS
market reduce from a high of 20%
in Q1 2009 to as low as 0.8% in Q3
of 20147
.
Fear of Cannibalizing
Existing Business
The threat of cannibalizing existing
business can prevent incumbents
from going to market with
innovative offerings. Take the case
of Kodak. Kodak, an innovator in
photography, invented the world’s
first digital camera in 1975. Despite
its solid lead in the film business,
it failed. Kodak had most of the
patents for the digital photography

technology, but did not
commercialize them aggressively
as it feared cannibalization of
its film business. Instead, other
firms licensed Kodak’s technology
and commercialized it. This
restricted Kodak from leading
the digital camera race8
. As Rita
McGrath, professor at Columbia
Business School says, “Kodak
continued to focus and invest in
film-based technologies in the
1980s and 1990s, while Fuji was
systematically extracting itself
from film-based photography and
shifting massive resources, both
financial and human, to the new
and unproven digital technology.
By 2003, Fujifilm had 5,000 digital
processing labs in chains stores
through the U.S. At that time,
Kodak had less than 1009
.”
82
A company that has embraced
cannibalization as a very
successful business strategy is
Apple. The company has launched
a variety of products (iPod, iPhone,
iPad) that have cannibalized one
another. Apple’s CEO Tim Cook
explains, “Our core philosophy is
to never fear cannibalization. If we
don’t do it, someone else will10
.”
Lower Margins in the
Transition
In industries where digital business
has lower margin than traditional
business, taking the digital path is
often perceived as a significant bet
on the company’s future revenues.
Incumbents hesitate to take the
plunge. The newspaper industry, for
example, has largely depended on
advertising revenue to subsidize low
subscription revenues. To transition
to digital, where advertising rates
are a fraction of what they are
on print, has a significant impact
on profitability. This can blind
management to the potential
opportunities of digital for new
business models and sources of
revenue.
One company that has successfully
tackled this challenge is the
Financial Times. Today, over two-
thirds of the FT’s audience is online.
Mobile readership drives 50% of
total traffic and 20% of digital
subscriptions. The total circulation,
acrossprintandonline,forthepaper
at the end of Q3 2014 was 690,000,
the highest in its 126-year history.
One key reason for this, according
to its manager of marketing and
audience development, is that the
FT thinks of itself as “a premium
brand with high quality content”,
and not as a newspaper11
.
Kodak had most of
the patents for the
digital photography
technology, but did
not commercialize
them aggressively
as it feared
cannibalization of
its film business.
Key Resources Unaligned to
Opportunities
In most organizations, people
are treated as resources tied to
divisions, products, services and
business units. Managers are
typically reluctant to let go of
resources assigned to them for
fear of any potential diminishing
of their authority. Similarly,
organizations tend to try and
retro-fit new opportunities into
existing organizational structures.
These political challenges pose
significant hurdles when it comes
to digital disruptions that, more
often than not, cut across the entire
organization.
48% of successful
companies relied
on hiring specialist
digital talent in the
wake of a disruption.

83
c Successful companies are those that have
maintained and/or improved their market
position
Successful Responses to
Digital Disruptions
We studied the strategies
adopted by organizations that
have successfully withstood
digital disruptions (see research
methodology at the end of the
article)c
. We found four dominant
responses to disruptions adopted
by these organizations: acquiring
digital talent, mimicking the
competition, acquiring the
disruptor/ competitor and taking a
judicial approach. Most successful
companies adopt a combination of
these responses to ensure a robust
and well-rounded approach. In
this section, we examine each of
these winning responses in detail.
Acquiring Digital Talent Brings
in Fresh Thinking
Often, incumbents resort to
acquiring select digital talent
so they can start to build more
coherent responses in-house.
Travel agent Thomas Cook was
one of the early companies to be
disrupted by the advent of online
bookingsites.Thecompany,aspart
of its multi-pronged approach to
thisdigitaldisruption,hiredaseries
of executives with backgrounds in
digital technology as digital ‘gurus’
to join its Digital Advisory Board12
.
These executives were specialists
in areas such as innovation
management, customer experience
management, user interface design
and intelligent systems13
. In our
research, we found that 48% of
successful companies relied on
hiring specialist digital talent
in the wake of a disruption (see
Figure 4).
Mimicking Enables Incumbents
to Have a Ready Offering
We found that 32% of successful
companies launched services that
mimicked those of a disruptive
competitor (see Figure 4). In some
cases, the incumbent can throw
significant resources at creating
competing solutions. For instance,
eventhoughApple’siPod,iPhoneand
iPad are known to be path-breaking
and breakthrough innovations,
they were not the first of their
kinds. A number of digital music
players existed before the iPod was
launched14
. Similarly, a number of
tablet PCs were launched in the 1990s
and early 2000s, but it was the entry
of the Apple iPad in 2010 that sent the
tablet market soaring15
. Apple’s focus
oncreatingproductsthatdramatically
improve on competing offerings
from disruptors in its industry has
enabledittocontinuallystayaheadof
competition.
32% of successful
companies launched
services that
mimicked those
of a disruptive
competitor.
Acquisitions Help Incumbents
Compete and Scale-Up
A common response to disruption
is to acquire one of the leading
disruptors. Our research found that
36% of successful companies relied
on acquiring companies as a tactic
to access disruptive technology/
innovation (see Figure 4). Once it
has completed an acquisition, the
incumbent might either choose to
absorbthedisruptorinitsoperations
or continue with business-as-usual.
Over the years
Walmart has
acquired multiple
startups in
innovative fields and
subsequently folded
the teams into their
operations.

Anexampleoftheformercategory
is Walmart. The company,
through its Walmart Labs arm, has
over the years acquired multiple
startups in innovative fields and
subsequently folded the teams
into their operations. Luvocracy
is an example. The startup was
an online community of half
a million members that allows
consumers to discover and buy
products recommended by other
people. Walmart subsequently
closed the service and absorbed its
key technologies into existing and
proposed Walmart platforms16
.
In other instances, the acquirer
allows the innovator to continue
to do business without much
interference. For instance, car
sharing is disruptive to car rental
firms such as Avis and Hertz.
Realizing this, Avis paid over
$500 million to buy Zipcar, a
rent-by-the-hour startup17
. The
company continues to operate
independently and leverages
Avis’ global network.
Anotherkeydriverforacquisitions
is consolidation, which gives the
incumbent more scale to fight
back. The music industry, which
suffered significant disruption
from digital music, is a good
example. The six major labels
that existed pre-digital have now
become three, with the healthier
labels acquiring their struggling
brethren. By doing so, these labels
84
32% of successful
companies have
resorted to using
the legal route
to slowing down
disruption.
Aereo, for example, was a
disruptor that offered live-streams
of broadcast TV over the Internet.
Since traditional broadcasters and
distributors were cut-off from any
monetization opportunities in
this model, they sued Aereo in the
US courts. The case went all the
way to the Supreme Court, which
ruled that Aereo was ultimately in
violation of existing regulation.
The company subsequently went
into bankruptcy and shut down18
.
Similarly, Uber, the taxi-services
app, has seen significant pushback
from local taxi services in many
cities across the world. In Spain,
for instance, a local court ruled
that Uber was illegal and Uber had
to suspend its operations in the
country. Similarly, the company
has also been sued or legally
questioned in several US states
including California, Colorado,
Portland and Oregon19
. However,
the startup has only been going
from strength to strength. It
recently raised a billion dollars in
venture capital and is valued at
over $40 billion20
.
have increased scale, expanded
their rosters of top-selling artists
and increased their holdings
of recording and publishing
copyrights.
A Judicial Approach Slows
Down Disruptors
Digital technologies, because they
are so new, are often not covered
in existing regulatory legislation
and base their competitive model
on a disruptive approach that was
not anticipated by policy-makers.
Incumbents can thereby respond
by suing disruptive startups, citing
unfairadvantageundertheregulatory
frameworkthatgovernstheirindustry.
Other legal concerns that incumbents
typically raise against startups include
the evasion of taxes, and the exposure
of consumers to new risks due to
disruptive platforms. Our research
found that over 32% of successful
companies have resorted to using the
legalroutetoslowingdowndisruption
(seeFigure4).

85
Ultimately, if
the disruptive
technology has real
customer value, the
legal route has the
effect of delaying
the disruptor
development but
it rarely stops
the technology
development over
time.
Ultimately, if the disruptive
technology has real customer
value, the legal route has the
effect of delaying the disruptor
development but it rarely stops
the technology development over
time.
Ourresearchfoundthatthenumber
of companies taking the judicial
route has increased significantly.
While 8% of incumbents used
this approach over the 2000-2010
period, in the 2010-2013 period, it
has risen to 27%.
Establishing the Right Mix of
Responses
Drawing lessons from incumbents
that have successfully tackled
disruption – retained their market
position or have improved it – can
help organizations establish the
right mix of responses (see Figure
4).
Successful companies have a
relatively even spread across
different tactics. They have acquired
competition, hired digital talent
and gone down the legal route
too. Overall, the best approach
Figure 4: Response Tactics of Successful Incumbents
N = 84
Note: Figures refer to percentage of companies adopting a particular approach. Multiple responses per company
Judicial Route
32%
36%
48%
Acquiring
Competition
Acquiring Digital
Talent
32%
Mimicking
Competition

For example, Uber and Lyft have
simplified an otherwise complex
and unreliable experience for
customers of taxi services21
.”
While some incumbents react to
the emergence of the pain point
by denying its importance, the
market has been created.
Question the Status Quo and
Constantly Audit Your Business
Model
As INSEAD’s Serguei Netessine
explains, “Business models and the
advantages that flow from them
are transient. What is a competitive
collaborative economy, highlights
howthesestartupsdisruptexisting
markets by solving real customer
problems, “Many collaborative
startups find ways to simplify
complex and frustrating customer
experiences.
is a balanced one that uses a
mix of tactics (see Figure 5 for a
comparison).
Making the Most of
Digital Disruption
As technology cycles keep getting
shorter, disruptions will become
more prevalent. And as the world
increasingly becomes software-
driven, competitors will emerge
from adjacent industries rather
than just the ‘home’ industry of the
incumbent. Does this spell the end
of the centuries-old corporation?
Not necessarily. Incumbents need
to position digital innovation
at the heart of their business. To
achieve this, they can take a series
of practical steps.
Proactively Identify Customer
Pain Points
One of the biggest entry points
that disruptive startups take
is to identify customer pain
points. Resolving these customer
pain points then becomes the
unique selling proposition of
the disruptor. Startups such as
Airbnb, Uber and Lending Club,
which are based on a peer-to-peer
economy, have been successful
because they have identified
gaps in what customers want and
what incumbents provide. Rachel
Botsman, leading expert on the
86
strength today might be a burden
tomorrow22
.” It is vital for a company
to keep questioning the status quo.
Blockbuster’s innovative idea of
sharing revenues with the studios,
instead of paying the studio for each
product,revolutionizedthevideoand
DVD rental market. Blockbuster’s
market share skyrocketed. However,
they failed to look ahead and
anticipatetheimpactofstreamingand
eventually went bankrupt. Netflix,
on the other hand, thrived because
it adapted and actively cannibalized
its DVD business. Organizations will
constantlyhavetoquestionthestatus
quo and pose ‘what-if’ questions of
their core operating model.
As the world
increasingly
becomes software-
driven, competitors
will emerge from
adjacent industries
rather than just the
‘home’ industry of
the incumbent.
Incumbents need to
constantly revisit
their business model
to ensure it is not
outdated.

87
Response to Digital Disruption Pros Cons
Acquiring Disruptor/
Competition
• Enables a certain level of ‘control’
over spread of disruption
• Gives the incumbent a head-start
over its competition
• Does not rule out the possibility of
other “me-too” services that operate
like the acquired disruptor
• Requires large investments that may
be hard to justify to investors
Acquiring Digital Talent • Brings in fresh thinking into the
company
• A more robust approach that
prepares the incumbent for future
disruptions
• Hard to hire certain digital skills, e.g.
analytics
• Requires a dedicated strategy to
attract and retain digital talent
Mimicking Competition • Ensures incumbent has offerings
matching the disruptor
• Helps reduce customer churn in the
short-term
• Risk of comparison with disruptors
and falling short of customers
expectations
• Challenges of replicating a true
disruptor within existing legacy
operations
Judicial Approach • Allows incumbents to gain time to
prepare a more coherent response
• Likely to antagonize existing/
prospective customers
Figure 5: Pros and Cons of Response Types
Many incumbents typically stick
to the same strategy playbook that
has served them for years. However,
the pace of technological change
has made this approach dangerous.
Incumbentsneedtoconstantlyrevisit
their business model to ensure it is
not outdated.
Reorganize Resource Allocation
around Opportunities
Most organizations are typically
organized by business units
or market units. Resources are
subsequently tied into what are
in reality independent fiefdoms.
Responding to digital disruptions
requires that organizations move
to a resource allocation that is
centrally governed and organized
around opportunities, not existing
structures. As Columbia Professor
Rita McGrath says, “In companies
[that have been able to survive
disruptions], employees tend to
worry less about organizational
roles and structures.23
”
Responding to
digital disruptions
requires that
organizations
move to a resource
allocation that
is centrally
governed and
organized around
opportunities, not
existing structures.

incubators and partnering with
startup accelerators. As David
Cohen, founder of leading startup
accelerator Techstars says, “Being
around the disruption at the early
stages – and spotting it before
others do – gives you a competitive
advantage and you can help the
startup grow at the same time24
.”
Digital disruptions are a fact of
economic life in the twenty-first
century. New digital technologies
Move to an Open
Innovation Model
Large companies need to learn to
spot the early warning signs of
disruption to avoid being surprised
by their impact at a later stage.
This requires a shift to an open
innovation model that allows
them to stay tuned to sources of
disruptive innovation. An open
innovation model entails engaging
closely with the startup ecosystem
by setting up innovation labs and
do not care for organizational
history or tradition. In fact, they
sweep aside existing approaches
and models, creating a new world
order. Digital disruptions are in
many ways a very democratic force
and they can just as well originate
withinatwo-personstartupasthey
can in a $100 billion organization.
While that prospect might make
many incumbents feel vulnerable
and uncomfortable, the secret is to
see it as an opportunity.

89
We conducted a comprehensive study of 100 leading companies in North America and Europe to understand how they
negotiate digital disruption. For our study, we selected 10 leading players across 10 industry groups that have been digitally
disrupted. The industry groups included Public Transport, Healthcare, Hospitality, Education, Publishing, News and Media,
Photography, Music, Banking and Travel. All of these industries were carefully selected on the basis of disruption witnessed
at various stages. The incumbents that we studied have been leading players in these industries for over two decades.
In our research, 84 companies had been successful in withstanding digital disruptions – success implies that they have
maintained and/ or improved their market position – while 16 had been unsuccessful – these are companies that went
bankrupt.Ourfocuswastounderstandthevariousstrategiesusedbysuccessfulincumbentstorespondtodigitaldisruptions.
Research Methodology
How do you spot disruptions?
We actively look out for new technologies that can impact our industry
We gain insights into customer behavior by actively monitoring sentiment on social media sites,
understanding emerging behavior of millennials and tracking new startups globally
We have a good view of our customer’s pain points
We have a set of leading indicators (patent filings, consumer behavior etc) that we track to
foresee disruptions
How do you rate your organization’s agility in responding to disruptions?
Our leadership team has a digital vision that encompasses all organizational units
We can quickly pull together pilots based on new technologies and get them off the ground
We are ready to buy a disruptor if it makes strategic sense
We have a high-level roadmap for digital transformation, which is flexible based on changing
market scenarios
We revisit our business model regularly
What is your approach to scouting for opportunities outside of your business?
We have a ‘labs’ setup where we encourage investments in emerging technologies and trends
We invest our time and effort in hiring and nurturing digital skills
We have partnered with/ funded startups at various stages
We encourage our partners/ customers to contribute to our product development process
Checklist: Are you in a Position to Successfully Negotiate Digital Disruption?

1. Constellation Research, “Research Summary: Sneak Peeks From Constellation’s Futurist Framework And 2014 Outlook On Digital Disruption”,
February 2014
2. Innosight, “Creative Destruction Whips through Corporate America”, 2012
3. GE Ideas Lab, “Global Innovation Barometer”, 2014
4. Greg Satell, “Business Models and the Singularity”, May 2012
5. Economist Intelligence Unit, “Agent of change – The future of technology disruption in business”, 2012
6. INSEAD Knowledge, “Four Questions to Revolutionise Your Business Model”, July 2014
7. Source: IDC and Gartner, accessed through Statista.com
8. Innovate or die: Wisdom from Apple, Google and Toyota, TIME, Jan 2013
9. From IEDP Review of - Rita Gunther McGrath, “End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business”,
April 2014
10. All Things Digital, “Apple CEO: Don’t Fear Cannibalization, Embrace It”, January 2013
11. Forbes, “Digital Transformation in Action at the Financial Times”, November 2014
12. Travel Weekly, “Thomas Cook appoints digital ‘gurus’ to add tech experience”, May 2014
13. Breakingtravelnews.com, “Thomas Cook appoints three digital experts to enhance tech experience”, May 2014
14. Fastcodesign.com, “Apple’s Inspiration for the iPod? Bang & Olufsen, Not Braun”, November 2013
15. Techradar.com, “Meet the tablets that had to die before the iPad could succeed”, 2014
16. Marketwatch, “Wal-Mart buys another tech startup, Luvocracy — only to shut it down”, July 2014
17. Wall Street Journal, “Avis to Buy Car-Sharing Service Zipcar”, January 2013
18. TechCrunch, “Aereo Files For Chapter 11 Bankruptcy”, November 2014
19. BBC, “Uber under pressure as more bans and lawsuits loom”, December 2014
20. Wall Street Journal, “Uber Gets an Uber-Valuation”, June 2014
21. Capgemini Consulting Interview
22. HBR, “Amazon Constantly Audits its Business Model”, November 2013
90

About Capgemini Consulting
About Capgemini
Capgemini Consulting is the global strategy and transformation
consulting organization of the Capgemini Group, specializing in
advising and supporting enterprises in significant transformation,
from innovative strategy to execution and with an unstinting focus on
results. With the new digital economy creating significant disruptions
and opportunities, our global team of over 3,600 talented individuals
work with leading companies and governments to master Digital
Transformation, drawing on our understanding of the digital economy
and our leadership in business transformation and organizational
change.
Find out more at: www.capgemini-consulting.com
With more than 130,000 people in over 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion. Together with its clients, Capgemini creates and
delivers business and technology solutions that fit their needs and
drive the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the Collaborative
Business ExperienceTM
, and draws on Rightshore®
, its worldwide
delivery model.
Learn more about us at: www.capgemini.com

Rachel Botsman,
Global Thought Leader
Serguei Netessine, Chaired
Professor of Global Technology
and Innovation at INSEAD
Philippe Lemoine, Chairman of
the Fing (Next Generation Internet
Foundation)
Rita McGrath, Professor at
Columbia Business School
David Cohen, Founder,
Managing Partner, and CEO - Techstars
Brian Solis, Principal Analyst
Altimeter Group
Saul Klein, Partner with
Index Ventures
Caspar de Bono, Managing Director,
B2B at the Financial Times
Digital Transformation Review
Guest Contributors

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