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CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · strategic_options
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · strategic_options
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · context
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · section_divider
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 ACT NOW TO MITIGATE 2021 FINES AND START ANSWERING THE 2025 CHALLENGE
PAConsulting · 2020 · section_divider
ACT NOW TO MITIGATE 2021 FINES AND START ANSWERING THE 2025 CHALLENGE
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · key_messages
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · competitive_analysis
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · client_example
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
95.1g/km — CO2 emissions (g/km)
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
95.6g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
97.8g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
109.3g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
102.5g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
96.6g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
114.1g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
€322 million — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
119.8g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · client_example
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
121g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
123.6g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · case_study
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
130.6g/km — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · section_divider
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · diagnosis
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
137.3g — CO2 emissions per km
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · data_table
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
100.5 — CO2 emissions (g/km)
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · appendix
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · process_diagram
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
€95 — CO2 emissions
 CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
PAConsulting · 2020 · framework_other
CO2 EMISSIONS ARE INCREASING. CAR MAKERS MUST ACT
95g/km — CO2 emissions limit
 IT is still slightly ahead, but business departments has almost caught up with agility - or is IT and Business departments evolving products together?
Deloitte · 2021 · industry_trends
IT is still slightly ahead, but business departments has almost caught up with agility - or is IT and Business departments evolving products together?
4.6 — Agile adoption score
 Business Agility is important as firms optimize for cost efficiency, yet few manage to explain the 'why' and measure outcomes
Deloitte · 2021 · key_messages
Business Agility is important as firms optimize for cost efficiency, yet few manage to explain the 'why' and measure outcomes
68% — Optimization focus
 In many of the organizations improving Business Agility is of high priority
Deloitte · 2021 · industry_trends
In many of the organizations improving Business Agility is of high priority
47% — Priority level
 Above half of the organizations do not know why business agility is important
Deloitte · 2021 · diagnosis
Above half of the organizations do not know why business agility is important
3.11 — Clarity of 'Why'
 Too many organizations are lacking articulation of the desired business outcomes
Deloitte · 2021 · problem_statement
Too many organizations are lacking articulation of the desired business outcomes
2.94 — Articulation of desired outcomes
 Far too few are measuring their outcomes of business agility
Deloitte · 2021 · kpi_dashboard
Far too few are measuring their outcomes of business agility
19% — Measurement and transparency of outcomes
 Cost efficiency is the main driver for Business agility initiatives, showcasing its strategic relevance for organizations
Deloitte · 2021 · industry_trends
Cost efficiency is the main driver for Business agility initiatives, showcasing its strategic relevance for organizations
68% — Optimization driver
 Business Agility does not have an end date and it tends to be mandated top-down, whilst different approaches are used
Deloitte · 2021 · industry_trends
Business Agility does not have an end date and it tends to be mandated top-down, whilst different approaches are used
 Improving Business Agility tends to be decided from the top
Deloitte · 2021 · industry_trends
Improving Business Agility tends to be decided from the top
3.83 — Top-down decision making
 Deploying a One Size Fits All method – utilize frameworks as a departure point and not a destination
Deloitte · 2021 · key_messages
Deploying a One Size Fits All method – utilize frameworks as a departure point and not a destination
3.15 — Adoption of common approach
 Agile practices without outcome focus is not agility
Deloitte · 2021 · key_takeaways
Agile practices without outcome focus is not agility
32% — Emphasis on 'Doing Agile'
 Improving Business Agility is not managed as a project with an end date
Deloitte · 2021 · key_messages
Improving Business Agility is not managed as a project with an end date
42% — Management approach
 While tooling & processes can kick-start the agile transformation, people & culture is critical for longevity
Deloitte · 2021 · key_messages
While tooling & processes can kick-start the agile transformation, people & culture is critical for longevity
2.85 — Agile transformation approach
 Organize around value
Deloitte · 2021 · section_divider
Organize around value
 There is an untapped potential for Business Agility improvements by optimizing design of Value Stream and lean governance
Deloitte · 2021 · key_takeaways
There is an untapped potential for Business Agility improvements by optimizing design of Value Stream and lean governance
14% — Agile adoption
 Majority of the organizations is designed with a dual-operating model with ambitions to fit an agile value delivery model
Deloitte · 2021 · industry_trends
Majority of the organizations is designed with a dual-operating model with ambitions to fit an agile value delivery model
53% — Percentage of respondents
 Organizations are missing governance through Lean Portfolio Management reducing chances to align strategy and execution
Deloitte · 2021 · diagnosis
Organizations are missing governance through Lean Portfolio Management reducing chances to align strategy and execution
51% — LPM implementation level
 Majority of the organizations is yet to design and organize around value streams
Deloitte · 2021 · diagnosis
Majority of the organizations is yet to design and organize around value streams
2.72 — Average score
 Most organizations design value streams from product/service perspective
Deloitte · 2021 · diagnosis
Most organizations design value streams from product/service perspective
62% — Value stream design perspective
 Anti-patterns observed
Deloitte · 2021 · section_divider
Anti-patterns observed
 Top 4 anti-patterns observed
Deloitte · 2021 · pain_points
Top 4 anti-patterns observed
 How to accelerate the transformation journey towards Business Agility?
Deloitte · 2021 · recommendation
How to accelerate the transformation journey towards Business Agility?
 To move from “doing agile” to “being agile”
Deloitte · 2021 · process_diagram
To move from “doing agile” to “being agile”
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