https://hdl.handle.net/2123/9539 2026-06-14T18:21:21Z https://hdl.handle.net/2123/20082 People Analytics – Using Data and Algorithms to shape the Employee Experience Gal, Uri; Riemer, Kai; Harth-Kitzerow, Christopher; Aboud, Catherine; Duquesne, Claire; Briggs, Simone People Analytics (PA) is the name for a growing approach to talent management that has the potential to re-shape the employee experience. Making use of new computational techniques to leverage large amounts of digital data about employee behaviour, this approach promises to introduce evidence-based management to the talent function. Main drivers of PA include advances in data collection and analytics (big data), as well as new approaches to algorithmic management based on machine learning techniques (AI). In this study, we spell out promises, challenges and limitations of People Analytics. We have undertaken a comprehensive market overview of PA software solutions. We found that most PA systems originate from established HR and talent management solutions, while a number of interesting and innovative new players are solving particular pertinent issues in a focused way. Our market analysis classified systems according to detailed criteria derived from the talent management wheel. We identified five main archetypes of PA systems. Moreover, we present three Capgemini client case studies with various learnings around PA implementation challenges. We conclude the report with recommendations on how to kick-off people analytics projects. We argue that the Employee Experience (EX) will always take centre stage, as PA is never an end in itself, but a means to achieving more effective talent management with a view to improve employee experience, satisfaction, productivity and retention. 2019-02-28T00:00:00Z https://hdl.handle.net/2123/16259 The Fintech Advantage: Harnessing digital technology, keeping the customer in focus Riemer, Kai; Hafermalz, Ella; Roosen, Armin; Boussand, Nicolas; El Aoufi, Hind; Mo, David; Kosheliev, Alex Australia’s Fintech industry is thriving. Fintech start-ups are enjoying investments from both venture capitalists and traditional financial institutions who recognise the importance of digital ways of doing business. Incumbents are realising that existing and emerging enabling technologies – most notably mobile and cloud – are significantly changing customer expectations about what constitutes convenient, high quality service. This awareness does not however automatically translate into action, as it can be difficult for incumbents to adapt legacy systems to cater to emerging customer needs. As a result, Fintechs are not merely taking advantage of the gaps left by traditional players, but are setting up new and innovative services that are changing what customers expect over time. Initially operating only in transactional offerings, such as payments, the Fintech sector is increasingly emerging as a competitor in more expertise-based areas of the financial services ecosystem, including loans and investments. Traditional firms that were at times wary of these new players are now looking to maximise their return on innovation investment by buying proven Fintech solutions. Combined with growing attention from government, it would seem that Fintech companies are now well placed to make the most of their increasingly favourable regulatory environment. In this report, we take stock of the Australian B2C Fintech landscape by first providing an overview of the existing financial services ecosystem. We explain how Fintech has been successful in harnessing digital technology to cater to customer needs. We’ve identified 5 key areas where Fintechs offer value to their customers by harnessing digital technologies: price, convenience, access, choice, and community. Incumbents however retain the advantage on trust – which we define as the perception of stability, security and safety. This perception helps incumbents compete in long-term financial activities such as mortgages, because longevity is something that Fintech companies have yet to prove. As a result, gaining customer trust can be a key motivator that drives Fintechs to collaborate with incumbents. Finally, we offer practical suggestions for how Fintech and incumbents can develop a partnership, throughout the innovation process and effectively work together to gain a combined advantage. Although these partnerships seem full of promise, we recognise the challenges that incumbents face when partnering with start-ups and offer advice on how to evolve culture. Ultimately, this report looks at how incumbents can work with Fintechs to harness digital technology, always keeping the customer in focus, to differentiate themselves in the digital age. 2017-02-28T00:00:00Z https://hdl.handle.net/2123/12761 Digital Disruptive Intermediaries: Finding new digital opportunities by disrupting existing business models Riemer, Kai; Gal, Uri; Hamann, Jakob; Gilchriest, Ben; Teixeira, Martim 2015-03-31T00:00:00Z https://hdl.handle.net/2123/10603 Australian Digital Commerce: Now is the Time for Australian Retailers to Address the Customer Engagement Gap Riemer, Kai; Gal, Uri; Brunk, Jens; Gilchriest, Ben; Ord, Robert; Tong, Jo-An This report analyses the state of digital commerce among Australian retailers, based on a study of 52 companies across 10 retail subsectors benchmarked against international market leaders. It conceptualises digital commerce across four dimensions, informational, transactional, relational, and social, and distinguishes between execution (information and transactions) and engagement (relationships and social interaction). 2014-07-15T00:00:00Z https://hdl.handle.net/2123/9540 Australian Digital Commerce: A commentary on the retail sector Riemer, Kai; Brunk, Jens; Gal, Uri; Gilchriest, Ben; Ord, Robert In this market study we analysed the digital presences of 89 Australian retailers using a catalogue of 63 single items. We find that while Australian retailers have achieved reasonable levels of maturity in the informational and transactional dimensions, and also ventured into the social media space, they are lacking in implementing the relational components of digital commerce. Termed the 'relational gap', this finding points to missed opportunities in building loyalty and lasting relationships with their customers as the basis for repeat purchases and cross selling. 2013-11-19T00:00:00Z