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Presentation, Capgemini Executive Club - Copenhagen
 

Presentation, Capgemini Executive Club - Copenhagen

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  • KEY MESSAGE: Externalisation will force change in the company as well, and open source can be a big catalystSuccess is now about openness to change, sharing, and co working …to enhance your product, service or idea…and this external orientation of course is brought back into the organisation by employees. There are litterally hundreds of social networks available for anyone to connect, share and collaborate online. And in a knowledge-centered economy, this brings huge powers into the organisation when used well. Of course we all know Twitter, which really set off in NL since the crash of Turkish Airlines flight 1951 in February this year. Twitter was found to be the fastest way to get the latest info on what was happening in the fields near Schiphol. And there are many others, like LinkedIn, Plaxo, Facebook, Brightkite etcetera.In the past year, over 4000 Capgemini employees for instance joined Yammer, a Twitter-like service that creates a private community for people with the same domain name in their email address. So in short, everyone registering with a Capgemini email address is automatically inserted into the online Capgemini community. And if I want to know quickly what the majority of last week’s discussions were about, I just have to look at the tag cloud provided. And as you can see, open source is actually on the minds of many of my colleagues.And to make matters more complex, all the services you see here run outside of the control of the often internally oriented, cost-focussed IT organisation!

Presentation, Capgemini Executive Club - Copenhagen Presentation, Capgemini Executive Club - Copenhagen Presentation Transcript

  • Capgemini Executive ClubBusiness and Technology come together in new ways
    Andy Mulholland – Global Chief Technology Officer Capgemini
  • Don’t just ask what the role of the IT department in the Enterprise should be …
    The key question for 2011
    Ask what the role of Technology should be in the Business of the Enterprise
  • This simple statement covers a lot of new issues!
    • End users autonomy or control – Apple, Web, SaaS
    Security, risks, and extent of controls = new policies and training
    • Services and Clouds – evolution or revolution
    A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid
    • Real-time Data and Social Networks
    A huge benefit to be unlocked, or a further problem around Data
    • What is meant by ‘at work’
    If it’s not a physical place with fixed provisioned PCs
    • Book to Bill in an online world
    Back-office processes extending and connecting externally
    • Collaborative Agile Business
    The decentralised and constantly changing ‘edge of business’
  • ‘Innovation!’ What does it really mean ?
    2
    3
    1
    The three common forms of innovation
    To create VALUE though a new market or productA game-changing move that provides sustained ‘first mover’ advantage
    To change COST of production and size of available market
    A break through in any element of the operation of an enterprise
    For SERVICABILITY to secure existing and new customers
    Where market or product cannot be innovated, service can be used
    The barriers to innovation
    Defocusing and loss of Optimisation
    The immediate and obvious challenge that
    any change will bring to an Enterprise
    Conway’s LawEnterprises cannot change beyond the
    constraints of their communications
    BUT Change is inevitable
    Innovation is about controlling the timing and basis of change to be advantageous to our own business
  • Innovation - 19 Technology enabled ‘NEW’ Business Models
    Source: Seizing the White Space
    Harvard Business Press by Mark W Johnson
  • But there is also ‘Innovation’ in people and their attitudes
    Source: Lancaster & Stillman (2003)
  • Six Different Roles now decide on how and where to use Technology
    Smart
    Business
    Models
    Business
    Users &
    Managers
    CFO
    CEO
    Business
    Infrastructure
    BusinessProcessOutsourcing
    CIO
  • In summary, the use of and value from people has changed…
    IT has been successful
    In its goal of automating Processes !
    BusinessProcesses
    7%
    But what about the rest?
    Time Spent by Work Type
  • External Conditions have become the ‘real’ issue
    mixed and
    weak signals
    Value Creating
    Focused and strong signals
    Opportunities
    Operations
    Sales Support
    Billing &Collections
    Business Intelligence
    Transactions
    Events
    Cost Driven
    External
    Web & Clouds
    Internal Enterprise IT
    Source and copyright by Peter Evans-Greenwood, Unicopty
  • Four major ‘zones’ of business use and technology
    External
    Internal
    Web 2.0 Services
    Cloud Services
    People
    Web Services
    Interactional ServicesState-less Loose Coupled
    Shared ServicesState-less Loose Coupled
    Computers
    Applications
    TransactionalApplications
    State-full Close Coupled
    SharedSources
    Everything asa Service
    Traditional IT
    Cloud Computing
  • Put together and the real challenges appear …
    Web 2.0 Services
    Cloud Services
    Opportunities
    Supporting
    People and Expertise
    International ServicesState-less Loose Coupled
    Shared ServicesState-less Loose Coupled
    Value
    Operations
    Sales Support
    Billing &Collections
    Supporting
    Computers and Systems
    TransactionalApplications
    State-full Close Coupled
    SharedSources
    Everything asa Service
    Business Intelligence
    Cost
    Cloud Computing
    Traditional IT
    Internal
    External
  • With the resulting conflicts in expectations …
    Enterprise 2.0
    How do we encourage decision
    support and expertise sharing?
    Cloud & Web TechnologiesTo create products and compete in external markets providing differentiation and customisation for revenues and profits
    Value
    How do we control ‘Social’ tools
    and Collaboration?
    IT TechnologiesAutomation and cost management
    internally and centrally for
    efficiency and regulatory
    support
    Can we support a wholly
    different business model?
    Cost
    Can we reduce costs by
    virtualisation and sharing?
    Internal
    External
  • So what are the real changes?The nine key points to grasp
  • Clouds – the correct and simple explanation!
    The current final stage in the development of a technology revolution;
    The Internet – standardisation of connectivity
    The Web (1.0) – standardisation of content
    Web 2.0 - standardisation of social interactions
    Clouds - standardisation of process elements
    A shift from Client- Server Technology which is;
    Close Coupled; State full and Deterministic
    To Browser-Cloud Technology which is;
    Loose Coupled; Stateless and Non Deterministic
    The result?
    Its not possible to make an architectural drawing illustrating what
    system is connected to what system, how and for what, as a result;
    Connectivity and Functionality can only be shown to a specific Cloud
  • 01 People, Real-Time Data and Process are the new focus
  • 02 Presentation and usability is radically different
    Consumerisation of IT
    Apple iPhone & iPad
    Microsoft Phone 7
  • 03 How it is developed and deployed changes …
    Amazon, eBay, Yahoo
    Flicker, YouTube, Facebook, MediaWiki, SocialText, PBWiki, TikiWiki
    AIM, Yahoo, MSN. Gtalk
    Google. Bing, Yahoo, Craigslist
    Blogger, WordPress,
    TypePad
    Facebook.
    Twitter
    Outlook,
    Hotmail, Yahoo, Gmail
    Win CE, BB, iPhone
    WebEx, Goto Meeting, Skype
    Public
    SAP Portal, MS BPOS-D, LotusLive
    MS On-line, Qiuckbase, Custom app
    Outlook, Yahoo, Hotmail, Gmail
    MS Office
    MS Search, Fast
    Win CE, BB, iPhone
    WebEx, Goto Meeting
    Live Comm’r,AIM
    Partners
    User Type/Work Type
    Relationship
    Management
    12%
    Workflow
    Sharepoint
    Services
    MS Office, Adobe, IE
    Collaboration
    38%
    SAP Portal
    Blackberry
    BT Tandberg WebEx
    LotusDomino – Apps
    Lotus
    Sametime
    IDOL – Search
    Lotus Notes – Email
    Lotus Connections
    Knowledge
    Work
    43%
    Desktop Apps (SAP, etc.)
    Static Sites
    Oracle Content Management
    Business
    Process
    7%
    Content
    Sharing
    Collaboration
    Conferencing
    Audio Video
    on line meetings
    Task
    Execution
    Content Publish
    Business
    Networking
    Mobile
    Messaging
    Search
    Content
    Creation
    eForms
    Workflow
    Real-time
    non-persistent
    non-searchable
    User Interaction
  • 04 Who and where it is used in the Enterprise is new
    Business
    Users &
    Managers
    Decentralised
    Business Technologies
    • creating go-to-market competitive capabilities
    • enabling new revenues & increased market access
    • constantly changing
    • open and interactive
    • paid for from operating budgets with direct cost allocation to demand
    Personalise
    An Individual’s capability to choose their ‘tools’
    and how they wish to ‘Interact’ and ‘collaborate’
    CEO
    Smart
    Business
    Models
    Differentiate
    A Manager’s capability to build locally unique ‘differentiating’ capabilities both externally and internally to create revenue
    Core Competences
    Common, shared core processes that support each differentiated offer above, and connect to transactional IT applications below
    CFO
    Centralised
    Information Technology
    • reducing internal operating costs of running enterprise
    • necessary for commercial and legal governance
    • stable and procedural
    • closed and secure
    • an overhead that must be budgeted and recovered annually
    CIO
    Comply (ERP, etc.)
    Traditional Enterprise Applications with organised procedures
    and data integrity, keeping compliant business results
    Business
    Process
    Outsourcing
  • 05 From tight couple computers to loose coupled people!
    Computer and Applications
    PUSH structured process data
    People interact and
    PULL contextual information
    Clients Desktops Software PCs
    Services
    Integration
    Browsers
    MashUps
    Devices
    Collaboration
    Network
    Network
    Abstraction and policies
    Information
    Applications
    Databases
    Servers
    Hardware
    Storage
    Middleware
    Virtualised Operations
    Hardware
    Storage
    System
    Integration
    Technology based Integration of the Systems through Enterprise Architecture
    The user and devices become the focus with management of ‘Services’ the new integration issue
  • 06 Introduction of the Next Generation Data Centre
    Shift from deterministic numbers of applications and systems to use of infinite resources and services
    Next Generation Data Centre
    Next Generation Data Centre
    Private Cloud
    to support growth
    in Services
    • Entire Data Centre acts as a single Resource not as a collection of individual resources
    • Servers, storage elements are all plug and play standardised units
    • No individual Operating Systems interfacing applications to hardware but a ‘cloud’ layer’ set of simple APIs interfacing Services to resources
    • Policy Management of Resources both own and external shared is key
    Virtualised for
    Operational
    Flexibility
    Optimised for
    Operational
    Optimisation
    Re-Active to
    Required
    Applications
    Timeline showing Shift from support of Applications to support of Services
    Use of Cloud Middleware to support shift to ‘services’ on demand
    Radical shift in requirements towards participation in a common environment with other data centres through hybrid clouds and new generation of users/devices
    Choice of Application
    dictates O/S
    and hardware
    Consolidation
    And Rationalisation
    With new tools
    Virtualisation to improve efficiency in use of servers
  • 07 Rich Internet Applications change everything
    Real-time interaction with and perception of surroundings
  • 08 It’s added a whole additional functional environment
    Client – Server
    Information Technology
    Web 2.0 and Clouds
    Business Technology
    • Centralisation for Efficiency
    • Automation of core Procedures
    • Cost Reduction
    • Recharged Overheads
    • Leverage of Enterprise resources
    • Data-driven Transactions
    • Computer and Application centric
    • Closed and Secure
    • Justification is COST reduction
    • External Market Optimisation
    • Provides local market differentiation
    • People Driven Interactions
    • Expertise with Collaboration
    • Open with Privacy
    • Extreme flexibility, frequent change
    • Direct Bus Unit Attributed cost
    • Services and Standards based
    • Value creation in sales/margins
    +
  • 09 Smart Business in ‘White Space’ innovation is the goal
    Poor fit to current
    Organisation
    Distracting
    Innovation
    White Space
    Innovation
    Organisational
    Change
    Adjacent Business
    Activities
    Core Business
    Activities
    Good fit to current
    Organisation
    Existing Customers
    With existing products
    Existing or New Customers
    Extension to existing products
    Product Change
    Source; Seizing the White Space
    Harvard Business Press by Mark w Johnson
  • Where to start?Core focus areas!
  • Constructing a focussed Action Plan
    Infrastructure
    Integration
    Intelligence
    Innovation
    Headings are based on the Four Focus points principle of Ray Wang – actions are defined by Capgemini
  • Roundtables
  • Topics for roundtablediscussions
    Is this reality in your company?
    What are the challenges for you?
    How will you start the journey?