1、in Asia-Pacific CommunicationsEssential considerations for communicators2IntroductionDigital transformation in communications is the transformation of communications activities,processes,competencies,and models to fully leverage the changes and opportunities of a mix of digital technologies to both

2、solve traditional problems in new ways and solve new problems that emerge from a rapidly changing landscape.When the options for enhancing traditional communications methods run out,digital solutions enable new types of innovation and creativity.Communications functions across Asia-Pacific are adopt

3、ing new technology tools at a startling pace.From MarTech and CommsTech to big data,artificial intelligence and machine learning,communications practitioners have access to countless tools and technologies to facilitate enhanced audience engagement and experience.Many have already built a clear mult

4、i-channel engagement strategy that drives the right content through the right digital channels.However,digitalizing communications efforts and using digital media are only part of digital transformation,and there are a range of factors that can impede progress at any point in the process.With this s

5、urvey,we get a glimpse of the progress made so far,and address some of the key drivers and roadblocks to success that communications practitioners face as digital transformation continues to evolve.Joe PengChief Digital OfficerBCW Asia-PacificDigital Transformation in Asia-Pacific Communications3Met

6、hodologyThe Digital Transformation in Asia-Pacific Communications Study targeted communicators across Asia-Pacific,specifically from Mainland China,Hong Kong,Singapore,India,Australia,Japan,Thailand,Malaysia and Indonesia,who currently work in the communications division or as part of a communicatio

7、ns team within their organization.The findings of this report are based on a quantitative survey that took a hybrid approach to field.BCW engaged 182 senior marketing and communications respondents from a range of industry backgrounds both directly and via third-party outreach between July to Decemb

8、er 2022,followed by in-depth interviews with eight survey participants to gather qualitative data for additional context.The interviews were conducted by BCW insight and research experts to expand on the commentary shared in the survey.Detailed Sample BreakdownIndustryPositionInternet technology/tec

9、hnology33%C-suite/executive 11%Healthcare and pharmaceuticals 13%Senior director 13%Fast Moving Consumer Goods(FMCG)12%Director 22%Retail 10%Associate director6%Consumer electronics 10%Senior manager 16%Financial services 7%Manager24%Food&beverage 6%Associate manager 9%Energy 5%Government2%Entertain

10、ment and recreation1%Publishing1%Non-profit1%Digital Transformation in Asia-Pacific Communications4Ninety-eight percent of communicators claim they understand digital transformation,with 47%confident they understand it very well.As a result,communications functions across Asia-Pacific are adopting n

11、ew technology tools at a startling pace,with strong digitalintegration within the communications workstream(7.25/10).This surge in adoption has been spurred by a greater understanding of the benefits of digital transformation as part of the communications function.Of the organizations surveyed in As

12、ia-Pacific,52%have a dedicated digital communications function.Forty-one percent have dedicated digital talent within the communications team to drive digital transformation and 32%engage a third-party to support their digital transformation journey.Where the communications and marketing teams funct

13、ion independently within an organization,marketing functions are viewed as more advanced in their digital transformation journey than the communications functions,specifically in relation to adopting and using digital tools.Despite the progress made,respondents said the degree of digital transformat

14、ion within their communications teams remains below that of their company as a whole.Digital integration in the communications function is maturingOverall digital readiness of communications functionDegree of digital integration workflow within communications function7.257.537.31Digital readiness of

15、 respondents organizationEvaluation:Digital Readiness of Communications Function in APACSample size:APAC(182)Note:The questions are rated on a scale of 1 to 10.Digital Transformation in Asia-Pacific Communications5Seventy-one percent of companies plan to increase their digital transformation investm

16、ent by 2025.Despite an uncertain economic outlook for 2023,digital transformation will be a major focus for investment in the coming years.Much of this will be driven by senior communications leaders for two reasons:Senior communicators now have a greater understanding of the value in pursuing digit

17、al transformation and they recognize the positive impact it may have on their own personal career progression.Key focus areas for investment will include:The use of digital tools(32%)and content and creative development(27%)as the two top areas of focus for communications practitioners in Asia-Pacif

18、ic.Cross-team synergy and collaboration(26%)as an organizational management focus to maximize synergies and cost efficiencies.If done poorly,it can be a barrier to success.Use of artificial intelligence(24%)and innovation based on digital technologies(23%).Enhanced data capabilities,including overal

19、l tracking and optimization(24%),data analytics and management(23%),and data-driven content(17%).32%27%26%24%24%23%23%21%19%17%14%14%10%7%Top Areas for Improvement Using Digital TransformationUse of digital tools Content development and creativityCross-team synergy and collaborationUse of artificial

20、 intelligenceTracking and optimizationInnovation based on digital technologiesData analytics and managementDigitalized content managementAudience targetingData-driven content and personalizationAudience digital experienceChannel strategyAudience engagementTalent management and organizational culture

21、Most organizations plan to increase digital transformation investment in next three yearsDigital Transformation in Asia-Pacific CommunicationsFifty-six percent of respondents plan to prioritize effective and efficient ways of communicating with external audiences,with almost half(46%)saying digital

22、transformation will enable more direct and meaningful engagement with external audiences.Forty-five percent are looking to enhance the overall experience of external audiences through digital transformation efforts.1Communicators continue to work hard to engage audiences more effectively through com

23、munications programs,but there is room to enhance the effectiveness of interactions with external target audiences(6.82/10).This gap between organizational goals and performance indicates it is a priority for many but there is much room for improvement.While digital channels will allow companies and

24、 stakeholders to interact,exchange perceptions and preferences,even to create continuous dialogue,digital transformation is also seen as a way for brands to create more diverse content,with 39%saying they will use digital tools to create a variety of assets that will more directly target audiences.1

25、And it is not just content development by communications functions that will increase,with 46%saying they will use digital tools to enable audience-generated content.1When communications functions are able to effectively evaluate and quantify the impact of their communications campaigns and optimize

26、 their strategy through new digital tools and technology,we will see them empowered to directly engage and interact with external audiences.Stronger audience engagement also allows communicators to work alongside marketing teams and contribute to customer satisfaction and engagement.Identifying syne

27、rgies between marketing and communications teams will have significant benefits for digital collaboration(7.02/10)and for the overall organization(7.04/10).7Key driver 1:Engaging external audiences efficiently“By strengthening connections,creating fan culture,and increasing conversationswith audienc

28、es,we create a strong communications impact.”Senior Manager,Mainland China(Consumer Electronics)“Our comms team works very closely with the marketing team.We have our role inthe strategy.The marketing leaders need to know how to leverage our strength in theoverall marketing strategy as well.”-Direct

29、or,Singapore(FMCG)*1.Refer to Fig,1 in appendix on page 20Digital Transformation in Asia-Pacific Communications8Fifty-four percent of respondents will leverage digital transformation to equip themselves with the tools required to drive strategies.Effective strategic planning is a core benefit of enh

30、anced digital transformation according to 52%of communicators surveyed,1with 40%viewing transformation initiatives as providing more effective quantitative evaluation tools for increased performance.A poorly designed and embedded digital ecosystem often leads to poor digital experiences for employee

31、s and increased difficulty in encouraging future learning and adoption of new digital solutions.Communicators also indicated an opportunity to increase the effectiveness of the data infrastructure in place(6.68/10).Poor automated synchronization across internal management systems require employees t

32、o spend more time manually updating each individual digital platform and usage of those platforms typically suffers as a result.This is a clear indication that communicators are not happy with the data ecosystem or digital ecosystem currently in place.Many respondents also mentioned that traditional

33、 measurement is insufficient to informtheir strategic planning.Communicators are looking for a systematic approach in evaluating communication effectiveness to inform their next communications program.By bringing in insights and data,as well as creating a synchronized data ecosystem and new best pra

34、ctices and knowledge from reviews of campaign measurement and effectiveness,new technology can drive enhanced content production and channel strategy planning.Key driver 2:Effective strategic communications planning*1.Refer to Fig,1 in appendix on page 20“We need a scientific and systematic way to m

35、easure communication effectiveness.We used to use the number of press release to evaluate but it cannot reflect the impact on business growth.”Manager,Mainland China(Internet Technology)Digital Transformation in Asia-Pacific Communications9Forty-one percent of those surveyed say facilitating collabo

36、ration and synergies across teams is a core benefit of digital communications.1Interestingly,the strategic output of the communications team,based on digital technologies,is also seen as having an impact on the strategies of the marketing team and other teams(7.07/10).As this mindset continues to sh

37、ift,communications will increasingly be seen as an integral driver of overall business growth,rather than a separate function.Thirty-five percent of respondents want digital transformation to enhance work efficiency and reduce manpower requirements,while 28%are looking to enhance their work experien

38、ce through digital transformation1.While cross-team collaboration takes place in every organization,the strength of the relationship between teams varies significantly and poor collaboration can create issues around work efficiency.For example,with increasing knowledge gaps across digital and social

39、 media platforms,team members have struggled to gain a sufficient understanding of new platforms.As a result,teams frequently create their own assets in silos,instead of repurposing a master asset and adapting it to the required media/channels.This creates a lot of avoidable resource waste.Digital t

40、ransformation focused on enhancing cross-team collaboration often requires process improvement and change management initiatives to support the effort.For example,incorporating meaningful digital solutions can help achieve increased work efficiency and resource sharing.The adoption of guidelines and

41、 content libraries to support teams in creating or repurposing assets efficiently,and tailoring the asset to the specific media that meet stakeholder preferences,are just a couple of ways organizations can decrease the budget spent and team resources used.Key driver 3:Enhanced cross-team collaborati

42、on“Other sub-teams sometimes have no idea how and why we are doing things in a certain way.And it prevents effective alignment within a team when working on a simple task,which then makes the teams reluctant to repurpose content from other teams.”-Manager,Mainland China(Consumer Electronics)*1.Refer

43、 to Fig,1 in appendix on page 20Digital Transformation in Asia-Pacific Communications11Roadblock 1:Data rich but insight poor“In my daily work,the most challenging aspect is how to use a quantitative approach or index to measure the goals and the performance.”Manager,Mainland China(Internet Technolo

44、gy)*2.Refer to Fig 2.in appendix on page 20Digital Transformation in Asia-Pacific CommunicationsSixty-three percent of communicators consider their social listening management as proficient2,with the ownership and use of social listening tools to make strategic decisions(7.34/10)showing that communi

45、cators believe they are using these monitoring tools well.But while communicators show confidence(7.2/10)in their use of digital tools to evaluate communications effectiveness,performance and return on investment,more than 50%of communicators admit their CRM systems and digital measurement and evalu

46、ation are underused.This shows tracking tools are in place but are not seeing consistent use,making it challenging to demonstrate tangible impact on business growth.Ratings are also low when asked if an organization has established capabilities in data analysis and generating recommendations and rep

47、orts in real-time(6.84/10).They are equally poor when looking at whether these digital platforms allow communicators to track and optimize communications performance in real-time(6.91/10).Communicators feel their use of digital tools is proficient,but the tools are not delivering sufficient data and

48、 insights to inform strategic decision-making and planning.COMMUNICATIONS CONSIDERATIONS:What are some ways organizations can better distill insights from data?While being able to capture a variety of data is key,the strategic implementation of data analytics requires a combination of skill,streamli

49、ned processes,and human experience.The unique nature of using data analytics to support communications efforts also poses a range of different challenges.Look for data tools or technology vendors that offer solutions that generate customized instead of prefabricated analytics reports.Another suggest

50、ion would be to upskill teams to become data specialists who can effectively query data to answer communications practitioners questions.How do we use data to justify return on investment?The value of data lies in its ability to help communicators understand the quality of acommunicationsprogram,fro

51、m the specific impact that program delivers to an audience,to the understanding of audience behavior it can provide.Communicators use social listening and automated news monitoring tools daily,but the research and data analytics solutions and optimization support need upgrading and customization.Imp

52、roving the use of these tools will be critical for communicators to show their value to the business.12Roadblock 2:Poor data literacy“As there are too many platforms and in too many different formats,we need professionals who understand these platforms and are able to interpret data and translate it

53、 into meaningful insights.”-Senior Manager,Mainland China(Consumer Electronics)Fifty percent of respondents think their digital measurement and evaluation capability needs to improve and 43%admit their data analysis skills have room for improvement.2While those surveyed believe that digital transfor

54、mation plays a critical role in their career(7.70/10),they lack confidence in their ability to deliver data analysis and drive impactful recommendations in real-time(6.84/10).In the in-depth interviews conducted,communicators admitted to poor usage of insight reports to facilitate creative developme

55、nt.This suggests communicators understand how powerful insights and data are,but lack the skills required to interpret data and derive the insights required to solve communications challenges effectively.COMMUNICATIONS CONSIDERATIONS:What is causing poor data literacy among communicators?A diverse m

56、edia environment has resulted in a significant expertise gap across digital platforms.While many communicators know what data they need for their decision-making,many have a hard time communicating their data requirements to technical colleagues.This shows a real need for data literacy about various

57、 digital platforms to be further enhanced not only with regards to analytical skills but also technical knowledge.The inability to articulate needs means a comprehensive data roadmap is not being established,and this is a critical component of success.Implementation of a data roadmap and synchronize

58、d data infrastructure is low(6.68/10),which in turn hinders cross-team collaboration and the use of data from various sources.What can be done to enhance literacy?Many organizations offering data trainings and webinars,but not enough is dedicated to enhancing data literacy(6.93/10).Basic introductor

59、y trainings are insufficient to bridge this knowledge gap,with teams needing workshops or consulting agencies to help break down the benefits of using the tool specifically for their own daily work,as well as to demonstrate how it enhances efficiency when compared to their current approach.The vendo

60、rs who provide the trainings need to have a thorough understanding of the business and be able to leverage their expertise to maximize communication effectiveness until the teams have been brought up to speed.*2.Refer to Fig 2.in appendix on page 20Digital Transformation in Asia-Pacific Communicatio

61、ns*3.Refer to Fig.3 in appendix on page 2113Two essential instruments in the digital transformation journey arecompany culture and financial support.While the ability for leadership to recognize the importance of digital transformation was not deemed to be a barrier,there is a widespread lack of sen

62、ior management direction or even participation in the process(49%).Overall,communicators see their organizational culture as open-minded and welcoming towards new technologies and tools(7.68/10),with many organizations providing support and communications to ensure a smooth adoption process(7.39/10)

63、.Thirty-one percent of communicators cited insufficient budget as a key barrier in digital transformation.3However,progress is being made with organizations increasingly shifting budget from existing traditional manual approaches to automated digital approaches(7.00/10),as well as actively hiring or

64、looking for talent in the field of digital transformation(7.13/10).COMMUNICATIONS CONSIDERATIONS:Is an open-minded culture essential to realize meaningful change?While the data clearly shows a widespread lack of senior management direction or even participation in the process,the ability for leaders

65、hip to recognize the importance of digital transformation was not deemed to be a barrier(13%).However,the reluctance from senior management to get involved has resulted in communicators feeling confined to traditional communications responsibilities(26%),and unable to change the role of communicatio

66、ns within their organization(24%).This indicates that while it still may be possible,meaningful change-for example,showcasing how a communications function can drive more effective engagement-without heavy involvement by senior leadership is going to be a challenge.Is budget and resource allocation

67、enough?The budget required to subscribe to new tools or hire third-party agencies remains insufficient,but companies are putting the right resources(e.g.,talent,and internal communications)in place and investing in digital initiatives.Lack of budget aside,32%of companies engage thirdparty consultanc

68、y firms to support digital transformation planning and execution,and 41%have hired digital talent to drive digital transformation.More organizations need to set aside budget for communicators not just to invest in,but to support the integration of new tools in order to support impactful and timely c

69、hange within the organization.Roadblock 3:Organizational and financial barriers“In some markets,digitalization can mean cost spending to corporates,which results in a feeling that they are not going to make real changes.”-Senior Manager,Mainland China(Consumer Electronics)Digital Transformation in A

70、sia-Pacific CommunicationsWhen asked how they rated their organizations use of artificial intelligence(AI)or machine learning to drive and manage content,respondents scores reflected a slow pace of adoption(5.72/10).The score was similarly low when asked if they build AI technology into a digital co

71、mmunications ecosystem with intelligence-enabled capabilities(5.94/10),and even lower if they were developing or using proprietary AI capabilities(5.42/10).Despite the adoption of AI tools for simple tasks,there is much room for improvement in how organizations are using these tools to drive content

72、 and creativity.AI is no longer a fancy word or unaffordable technology for many.Even without direct access to AI tools,communicators are able to use the technology to optimize their strategy and campaign outcomes.But across the board,communications functions in Asia-Pacific have been slow to adopt

73、AI tools or machine learning in content production,audience engagement or to drive communication strategy in general.And this is not restricted to communications functions,as the adoption of this technology by marketing teams is also uncommon.COMMUNICATIONS CONSIDERATIONS:How can communicators becom

74、e AI and machine learning ready?There is a huge opportunity to enhance understanding of AI among communicators in Asia-Pacific,as well as awareness of which tools serve which needs.Finding the right tools for your business and ensuring you know exactly where their benefits and limitations lie is cri

75、tical,and an organization can do that in-house with the right budget and resource capacity,hire digital talent with the right technical know-how,or hire a third party with expertise in this space.15Opportunity 1:Experimenting with artificial intelligence“My opinion of AI-enabled tools is positive be

76、cause it can improve work efficiency.But my company is small and the tech still needs amendment and adjustment.Its easier to do it manually.”Senior Director,Mainland China(Internet Technology)“I dont think weve even thought about using AI for marketing I dont think there was a reason.”Senior Manager

77、,Singapore(Telecommunications)Digital Transformation in Asia-Pacific Communications16Digital content is viewed as a well-embedded component of an organizations communication strategy(7.83/10).Where the opportunity for communicators lies is in having the tools to personalize that content whenever req

78、uired(7.18/10)and in integrating and driving content through the right channels(7.36/10).Communications practitioners continue to look for ways to further optimize the content development process.Content repurposing and synergy across business functions are frontrunners for further digital enhanceme

79、nt.COMMUNICATIONS CONSIDERATIONS:How can we improve the content development process through team collaboration and resources coordination?As the media environment continues to evolve,we are seeing the knowledge gap widen within communications teams.Only with an understanding of various digital tools

80、 and what they can offer will communications teams be able to facilitate effective cross-function resource sharing and development of content.Only 32%of those surveyed are focused on leveraging digital tools to smoothen the collaboration process.The adoption of case libraries and document management

81、 systems to improve work efficiency is at best average(7.01/10).Communicators and marketers currently use this to track and manage content and creative that has been generated and disseminated,but it is clear the user experience of these tools needs enhancement and could work against efforts to enco

82、urage widespread adoption within an organization.Opportunity 2:Improving the digital content development process“Sometimes it is not clear what other teams are doing.If you can understand the other teams better,then we can plan better and reduce overlaps when it comes to creating content for the sam

83、e purpose.”-Senior Manager,Mainland China(Internet Technology)Digital Transformation in Asia-Pacific Communications17Having an open-minded culture and access to resources is fundamentally critical to a successful digital transformation journey,and any reluctance by senior management to play a pivota

84、l role in this journey slows down progress.Senior management has a responsibility to rally their teams,provide support by bringing in the tools and resources required to meet pre-established objectives,and ensure all parties remain aligned on the organizations shared goals as the journey unfolds.COM

85、MUNICATIONS CONSIDERATIONS:How to secure alignment on shared goals and key performance indicators?In the in-depth interviews,many participants believe the best way to rally a team is to have alignment on goals and communications key performance indicators(KPIs).Without the common campaign objectives

86、 in mind,the teams would work in a traditional and familiar way but not necessarily toward the shared goals.Addressing this effectively would require senior management to come in and facilitate the conversations across functions.This will allow teams to maximize the communications synergy and effect

87、iveness.How to embed the digital transformation mission into day-to-day work?Senior leadership can embed the new work approach into the performance KPI of each member.With the direct personal incentive given,the members will pay more attention to adjust their way of working.If implemented well,it ca

88、n promote insight sharing and data-driven strategy planning,and eventually lead to a strong cross-team collaboration.If not,it will slow down progress.Opportunity 3:Engaging senior management“The most important thing is having clear,specific,and aligned goals built into team and individual KPIs.Clea

89、rly and specifically listing down the responsibility of each member and then quantifying and breaking down the final results.”Director,Mainland China(Energy)“I dont really reference insight reports to develop the content and I rarely join the analysis-related trainings.Using data and data-driven con

90、tent planning is not one of my KPIs.”Manager,Mainland China,(Consumer Electronics)Digital Transformation in Asia-Pacific Communications18DIGITAL TRANSFORMATION DRIVERSTARGETED EXTERNAL AUDIENCE ENGAGEMENT:Stronger audience engagement allows communicators to work alongside the marketing team and cont

91、ribute to customer satisfaction and audience experience.Once this shift has occurred,we anticipate that communications will no longer be seen as a separate function,but as an integral driver of overall business growth.EFFECTIVE STRATEGIC COMMUNICATIONS PLANNING:By bringing in insights and data,as we

92、ll as creating a synchronized data ecosystem and new best practices and knowledge from use cases in which data analytics plays an increasingly bigger role,new technology can drive enhanced content production and channel strategy planning.ENHANCED CROSS-TEAM COLLABORATION:Cross-team collaboration is

93、critical in transforming the working process,sharing data sources,and fully maximizing technology-enabled solutions to help decrease the amount of budget spent and team resources used.OPPORTUNITIES FOR SUCCESS EXPERIMENTING WITH ARTIFICIAL INTELLIGENCE:Finding the right tools for your business and e

94、nsuring you know exactly where their benefits and limitationslie is critical.An organization can do that in-house with the right budget and resource capacity,hire digital talent with the right technical know-how,or hire a third party with expertise in this space.IMPROVING THE DIGITAL CONTENT DEVELOP

95、MENTPROCESS:Content repurposing and synergy across business functions are frontrunnersfor further digital enhancement(e.g.,the adoption of case libraries and document management systems to increase work efficiency).ENGAGING SENIOR LEADERSHIP:Senior management has a responsibility to rally their team

96、s,provide support by bringing inthe tools and resources required to meet pre-established objectives,and ensure all parties remain aligned on the organizations shared goals as the journey unfolds.A key example would be for senior leadership to embed the new work approach into the performance KPI of e

97、achmember.Essential Considerations for CommunicatorsDigital Transformation in Asia-Pacific Communications19With 71%of companies planning to increase their digital transformation investment in communications in the next three years despite an uncertain economic outlook,there is no doubt the degree of

98、 digital integration within the communications workstream will continue to grow.To see real change,however,communicators will need to overcome significant roadblocks:Ensuring they have a data roadmap in place and identify the tools they will need;determining whether they have the necessary expertise

99、 in-house or will require a third-party for training and change management;and the senior management and financial support to maintain momentum.No matter where you are in your digital transformation journey,we will continue to see digital tools and technology further embedded across many points of t

100、he communications workflow.And while we cannot know for certain which of these tools or technology will become staples in the future,the goal is for those adopted to improve key aspects of the communications function in 2023 and beyond.Final Thoughts WHERE WILL YOUR DIGITAL TRANSFORMATION JOURNEY TA

101、KE YOU?Digital Transformation in Asia-Pacific Communications20Fig.1:Core Benefits of Digital TransformationAppendixFind better ways to communicate with external audiences Be equipped to take on roles to drive strategies through enhanced capabilitiesPlan out the communications strategy more efficient

102、lyEngage external audiences to contribute content for improved performanceEnhance the experience of external audiencesBetter communication and collaboration across internal stakeholders and partnersBetter collaboration within the team/divisionEffective quantitative evaluation for outcome performance

103、Provide diverse communications content to better engage with external audiencesEnhance work efficiency and reduce manpowerContribute to innovation within the communications sectorEnhance employee and workplace experienceReduce communications spendSecure more budget56%54%52%46%45%41%41%40%39%35%29%28

104、%25%16%Sample size:APAC(155)F1.Based on your understanding,what are the core benefits of digital transformation for your communications team?MultipleAnswer possible69%63%63%62%57%57%57%54%54%50%49%47%41%31%37%38%38%43%43%43%46%46%50%51%53%59%High proficiencyStill adoptingSocial media operation and m

105、anagementPublic opinion analysis and social listeningCommunity management and communicationDigital advertisingAudio and video content productionDigital user experience Data analysisUser interface development and operation capabilitiesDigital media and Influencer relationship managementDigital measur

106、ement and evaluation Search Engine Optimization/Management(SEO/SEM)Digitalized CRM systemContent recommendation algorithm Fig.2:Proficiency and Need to Improve Skills and Tools UsageSample size:APAC(150)G.Which tools and platforms do you think your communications team is highly proficient at?And whi

107、ch tools and platforms areyour communications team still adopting but see as very important?Digital Transformation in Asia-Pacific Communications21Fig.3:Barriers for Digital Transformation in CommunicationsAppendixLack of advanced digital tools and technology-enabled solutionsThe communications team

108、 is positioned to passively answer requestsLack of data analysis capabilities/ability to distil insights from dataDifficulty in changing how communications operation functionsLack of talent to advocate and promote digital transformationStaff lack digital literacy and capabilitiesInsufficient budgetD

109、igital tools are not practical and/or have poor user experienceLack of relevant data sources for communicationsChallenges incorporating digital transformation into communications practicesLack of management and internal communications for digital transformationConcerns around data privacy and securi

110、tyOrganizational structure lacks flexibility and agilityCompany culture is conservative and there is a lack of willingness to transformLeadership does not recognize the importance of digital transformationDigital transformation is not a strategic priority for the companyData storage and governanceSa

111、mple size:APAC(155)F3.Based on the understanding of your team,what are the current barriers for digital transformation in communications?Multiple Answer possible32%26%26%24%24%24%23%22%21%19%19%18%17%15%13%12%8%Digital Transformation in Asia-Pacific Communications22Innovation is the lifeblood of rel

112、evance.If youre not evolving and advancing,then youre being left behind.Thats how we feel about digital at BCW.For us,digital is synonymous with change,innovation,moving people and moving forward.Its about creating an ecosystem in which brands and audiences can live and engage.BCW Asia-Pacifics Digi

113、tal Innovation Group(DIG)is a team of more than 250 multi-disciplinary specialists across 9 markets who marry data,human insights and innovative technology to activate the digital and social ecosystem for brands,fuelling connections and enabling audience engagement to drive measurable impact.Whether

114、 selling products through social media,building and managing communities of millions,creating a movement online,protecting brand reputation or applying AI to scale the human connection,we use digital innovation to move people.Whether you are beginning your digital transformation journey or have been navigating this space for some time,make BCWs DIG part of your digital ecosystem for the future.For more information,contact:bcwapacdigbcw-About BCW Asia-Pacific Digital Innovation GroupDigital Transformation in Asia-Pacific Communications