Report: 56% of CEOs say digital transformation has increased profits

Digital transformation has become a reality for many CEOs in 2017, according to a new survey from Gartner.

Some 47% of the 388 CEOs surveyed said they face pressure from their board of directors to make progress in digital business, Gartner found. But this approach is paying off: 56% of CEOs said that their digital improvements have already increased profits.

“CEO’s understanding of the benefits of a digital business strategy is improving,” said Mark Raskino, vice president and Gartner Fellow, in a press release. “They are able to describe it more specifically.

Although a significant number of CEOs still mention e-commerce or digital marketing, more of them align it to advanced business ideas, such as digital product and service innovation, the internet of things or digital platforms and ecosystems.

“Some 20% of CEOs are taking a “digital first” approach to transformation, which may include efforts such as creating a new business process, or a new mobile app, Raskino said in the release.

And 22% of CEOs are taking a “digital to the core” stance—a more dramatic form of transformation where the product, service, and business model change with new digital capabilities, and the technology that supports those becomes a core competency, the release stated.

Read all: Report: 56% of CEOs say digital transformation has increased profits – TechRepublic


Automatic for the people: How Germany’s Otto uses artificial intelligence

A GLIMPSE into the future of retailing is available in a smallish office in Hamburg.

From there, Otto, a German e-commerce merchant, is using artificial intelligence (AI) to improve its activities. The firm is already deploying the technology to make decisions at a scale, speed and accuracy that surpass the capabilities of its human employees.Big data and “machine learning” have been used in retailing for years, notably by Amazon, an e-commerce giant. The idea is to collect and analyse quantities of information to understand consumer tastes, recommend products to people and personalise websites for customers. Otto’s work stands out because it is already automating business decisions that go beyond customer management.

The most important is trying to lower returns of products, which cost the firm millions of euros a year.Its conventional data analysis showed that customers were less likely to return merchandise if it arrived within two days. Anything longer spelled trouble: a customer might spot the product in a shop for one euro less and buy it, forcing Otto to forgo the sale and eat the shipping costs.But customers also dislike multiple shipments; they prefer to receive everything at once.

Since Otto sells merchandise from other brands, and does not stock those goods itself, it is hard to avoid one of the two evils: shipping delays until all the orders are ready for fulfilment, or lots of boxes arriving at different times.The typical solution would be slightly better forecasting by humans of what customers are going to buy so that a few goods could be ordered ahead of time. Otto went further and created a system using the technology of Blue Yonder, a startup in which it holds a stake.

A deep-learning algorithm, which was originally designed for particle-physics experiments at the CERN laboratory in Geneva, does the heavy lifting. It analyses around 3bn past transactions and 200 variables (such as past sales, searches on Otto’s site and weather information) to predict what customers will buy a week before they order.

Read all: Automatic for the people: How Germany’s Otto uses artificial intelligence | The Economist