People; Process and Real-Time Data; the battle cry of the new and future technology!

Harnessing Technology to Unlock Human Potential…People; Process and Real-Time Data;the battle cry of the new and future technology!Andy MulhollandGlobal Chief Technology Officer

Technology is at a Crossroads todayAsk what the role of Technologyshould be in the Businessof the Enterprise? Technology has become the means by which Enterprises and their Employees can create new revenues by servicing customers and markets in new innovative ways. © 2011 Capgemini – All rights reserved

Technology is in every part of the Business Model Cost Productivity and time improve- saving ment New customer New products / experience Operational Services Technology Customer New Insights Platforms Customer Markets People © 2011 Capgemini – All rights reserved

This can be seen in roles and activities Transactional/Process Leader/Executive People Manager Execution Worker Knowledge Worker 5% 10% 5% 5% 5% 5% 10% 5% 30% 15% 20% 30% 70% 85% 60% 40% The odd one out! New Employee Administrative Assistant Contributor Networker 10% 5% 5% 5% 15%10% 20% 30% 30% 30% 30% 40% 40% 30% 60% 40% Professional Track/SME Mobile Worker/Road Warrior 5% 5% Relationship Management/Decision Making 20% 25% 35% Knowledge Work 35% Collaboration 40% 35% Business Processes © 2011 Capgemini – All rights reserved

The Innovation is to adopt people centric business modelsThe three common forms of innovation To create VALUE though a new For SERVICABILITY to secure To change COST of production market or product existing and new customers and size of available market A game-changing move that Where market or product A break through in any element provides sustained ‘first mover’ cannot be innovated, service of the operation of an advantage can be used enterpriseThe barriers to innovation Defocusing and loss of Optimisation Conway’s Law The immediate and obvious challenge that Enterprises cannot change beyond the any change will bring to an Enterprise constraints of their communicationsBUT Change is inevitable Innovation is about controlling the timing and basis of change to be advantageous to our own business © 2011 Capgemini – All rights reserved

Innovation - 19 Technology enabled ‘NEW’ Business Models Exclusive membership Replace a CapEx product Affinity Club MBNA offering advantages for subs Pay-as-you-go SalesForce.com with an OpEx service and loyalty Match buyers and sellers Expensive item free, Brokerage Century 21st for a fee on successful Premium Photocopiers creating a tied market for transactions consumables Construct new proposition Set high price and allow Bundling iPod / iTunes by simplifying complex Reverse Auction Elance.com bidding downward transactions Outsourcing content Provide low-cost Crowd Sourcing Wikipedia construction in exchange Reverse Premium iPod consumables to sell for broader view high-margin product Using technology to deliver Switch from selling a unit Disintermediation WebMD direct not through limited Product to Service Hilti to providing units as a local source managed service Customer pays for a part of Package combinations of Fractionalisation NetJets the product but gets full use Smart Devices Vodafone product and services to when needed maximise market Basic service is free and Low-cost standardised Freemium Skype ubiquitous with premium Standardisation MinuteClinc solution instead of chargeable high-cost customisation Recycle expensive products Subscription fee creates a Leasing MachineryLink through a managed lease Subscription Club NetFlix tied in customer base Low cost, self service in Managed network for LowTouch SouthWest place of high cost with high User Communities Angie’s List common interest with service revenue by advertising Re-arbitrage the ‘sell and Source: Seizing the White Space Negative Operation Amazon buy’ cycle to finance the Harvard Business Press by Mark W Johnson trader © 2011 Capgemini – All rights reserved

Business Innovation rests on the Change in People Traditionalist Boomers Gen X Millennials (55 - 65) (45 – 55) (30 – 45) (18 – 30)Training The hard way Too much and I’ll leave Required to keep me Continuous and expectedLearning style Classroom Facilitated Independent Collaborative and networkedCommunication style Top-down Guarded Hub and spoke CollaborativeProblem-solving Hierarchical Horizontal Independent CollaborativeDecision-making Seeks approval Team informed Team included Team decidedLeadership style Command and control Get out of the way Coach PartnerFeedback No news is good news Once per year Weekly/Daily On DemandTechnology use Uncomfortable Unsure Unable to work without it Expected to be IntuitiveJob changing Unwise Sets me back Necessary Part of my daily routine Source: Lancaster & Stillman (2003) © 2011 Capgemini – All rights reserved

Its all about getting People to work BETTER Market Customers Outside - In Suppliers Inside - Out Partners Back Office IT Front OfficeCost reduction and Web & Cloud Services Market and Information Innovation in Business Modelsprocess automation value producing © 2011 Capgemini – All rights reserved

Social Networks are Outside-In, BI is Inside-Out Market Social Websites Unstructured Input Customers Social Network & Collaboration Suppliers Structured Capture Structured Responses Knowledge Partners Management Back Office IT Front OfficeCost reduction and Market and Information Web & Cloud Servicesprocess automation value producing Innovation in Business Models © 2011 Capgemini – All rights reserved

The Outside-In v Inside Out paradigm Externally Focussed People & Event Centric …. Computer & Data centric „post PC and Mobility‟ Shared and Collaborative Tablets and Phones Internally Focussed Standards defined ……………………… Proprietary Social Networks, PC and Desktop ERP and BI Real time AgilityDevelopment Methods Big Data Direction of events and controlLoose Coupled ……. Close Coupled Back Office …………….. Front OfficeStateless …………………... State full Operational ……. Sales ? MarketingNon Deterministic ….. Deterministic Cost Savings ……….. Value CreatingServices Based ………. Applications Compliance ……………... InnovativeWeb/Cloud Model …… Client Server Invest/Overhead ……. Consumption Technology Business © 2011 Capgemini – All rights reserved

Harnessing Technology to Unlock Human Potential… Shaping the ‘future’; Business Driven Change

The ‘Outside’ view of a Pharmaceutical Company Health & Medical Integrated Pharmaceutical Medical Information analysis diagnosis Network condition monitoring healthcare records contraindications treatment drug interactions search options diagnosticsPatient viral Pharmaceutical marketing Business health business safety education architecture management brand strategic regulatory approval Regulators recruitment management management life care product treatment partner portfolio guidelines disease management management management commercial trials marketing treatment choice personalised management manufacturing treatment logistics new product dispensing development animal models prescribing analysis sales novel diagnostics care epidemiology discovery Healthcare Suppliers surrogate end-points basic off-label research use Academia © 2011 Capgemini – All rights reserved

Innovation model means provider-centric to patient-centric Across the globe, patients are taking control of their healthcare regimen. Patients expect instant access to health and drug informationOld Story: Where Pharma is broadcasting to the consumers …….from being provider-centric to patient-centric Hospital Patient Patient Payer Patient Care Patient physician Shift Pharma Patient Happens Company Retail Pharmacy Specialist Patient Patient Patient Lab In the era of the Blackberry and iPhone, consumers are used to having instant access to information and services. With Google at their finger tips, they can answer any question they can think of, at any time of the day.With the use of the internet being so high, social media shows great promise for marketing as well as for disease education. © 2011 Capgemini – All rights reserved

Back to People and Interactive Technology! Listen Engage Collaborate Pharma Company Information Pharma Pharma Information Company Company Gather information/data from the group of people: also consider market research and Need to adopt an organization-wide competitive intelligence and clinical customer-centred approach and information develop products, mobilize stakeholders and innovate Provide information on company’s product, and services and ask for feedback and opinionsSource: Deloitte survey of brand/ marketing or risk/ compliance professionals from pharmaceutical, biotechnology, medical device, or diagnostics companies July 2010 (n= 208 ) © 2011 Capgemini – All rights reserved

Harnessing Technology to Unlock Human Potential… Shaping the ‘future’; Technology Enabled Change

Clouds – the correct and simple explanation!The current final stage in the development of a technology revolution; 1. The Internet – standardisation of connectivity 2. The Web (1.0) – standardisation of content 3. Web 2.0 – standardisation of social interactions 4. 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 © 2011 Capgemini – All rights reserved

Gaining the benefits “Inside-Out” cloud benefits “Outside-In” cloud benefits Reduce the capital and operating  Shift the focus to customer-centric costs of existing systems joined-up services Improve operational performance  Actively engage customers of technology and business  Reduce time, cost and complexity of Improve manageability providing all forms of services Increase flexibility and agility to  Reduce the cost on introducing respond to change innovative models Reduce the cost of systems  Reduce cost to serve though new change to meet future models that better fit with customers requirements  Pay only for the computational services Refine cost allocation needed when they are needed with Create possibilities to share automatic cost allocation services amongst common public  Improve engagement with customers in agencies pursuing better outcomes  Integrating with social and business networking to improve outcomes © 2011 Capgemini – All rights reserved

The Agile Enterprise Business Decentralised Users & Business Technologies Managers  creating go-to-market Personalise An Individual’s capability to choose their ‘tools’ competitive capabilities and how they wish to ‘Interact’ and ‘collaborate’  enabling new revenues & CEO increased market access  constantly changing  open and interactive Differentiate Smart  paid for from operating A Manager’s capability to build locally unique ‘differentiating’ Business budgets with direct cost capabilities both externally and internally to create revenue Models allocation to demand Centralised Core Competences Information Technology CFOCommon, shared core processes that support each differentiated  reducing internal operating offer above, and connect to transactional IT applications below costs of running enterprise  necessary for commercial CIO and legal governance Comply (ERP, etc.)  stable and procedural Traditional Enterprise Applications with organised procedures  closed and secure and data integrity, keeping compliant business results  an overhead that must be Business Process budgeted and recovered Outsourcing annually © 2011 Capgemini – All rights reserved

Harnessing Technology to Unlock Human Potential… and the Futures Forum ……

A Complex set of Business and Technology Futures to consider! New Technology Trends: Customers  What comes after Cloud? What are the disruptive relationship technological trends to be awaited? changes  Where is their business potential? – For our customers? – For us? Employees role changes New Business Trends:  What comes next? What are theBusiness technological needs/impacts? Technology model  What change on the business side will changeschanges influence us the most? New External capabilities How do we ride the change?  In which areas are we prepared for the change?  What is the right methodology for getting business Alignment changes into relationship to technology changes? To Internal  How can we spread knowledge about on going Operations changes? © 2011 Capgemini – All rights reserved

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People; Process and Real-Time Data; the battle cry of the new and future technology!

by Capgemini on Oct 26, 2011

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People; Process and Real-Time Data; the battle cry of the new and future technology! — Presentation Transcript