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Perspective on todays utilities and the industry
 

Perspective on todays utilities and the industry

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By Perry Stoneman, Capgemini

By Perry Stoneman, Capgemini
September 2013, Oracle OpenWorld

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    Perspective on todays utilities and the industry Perspective on todays utilities and the industry Presentation Transcript

    • Oracle Open World Perspective on Today’s Utilities and the Industry Vision for Tomorrow Perry Stoneman, Capgemini September 2013
    • 2Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Big Trends in the Global Utility Industry 1. Digitization of the electrical grid through Smart Meter and Smart Grid Programs 2. Diversification of the energy mix – decentralized renewable energy 3. The social explosion through the internet, and proliferation of mobile devices Transformations we are seeing…
    • 3Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Big Trends in the Global Utility Industry  Not enough focus on IT OT convergence. Only a few forward-looking utilities are addressing the convergence and coordination of IT and OT.  Little future-focused work has been done on business process, for example utilities are not prepared for Distributed Energy impacts.  Receptivity to the 5 major technology trends of Big Data, Cloud, BPMS, Mobility and Intelligent devices is increasing, but adoption is slow and far from widespread. What we are not seeing… We call the adoption of the 5 major technology trends Digital Maturity BPM CollaborationInternet Appification 5 major digital technology trends
    • 4Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 What is Digital Transformation and why you should care!
    • 5Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Four levels of digital maturity Transformation management intensity Conservatives  Overarching digital vision exists, but may be underdeveloped  Few advanced digital features, but traditional capabilities may be  Strong governance across silos  Taking active steps to build digital skills and culture Beginners  Management skeptical of the business value of advanced digital technologies  May be carrying out some experiments  Immature digital culture Fashionistas  Many advanced digital features (such as social, mobile) in silos  No overarching vision  Underdeveloped coordination  Digital culture may exist in silos Digirati  Strong overarching digital vision  Good governance  Many digital initiatives generating business value in measurable ways  Strong digital culture Digitalintensity
    • 6Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Digital maturity varies widely* DigiratiConservatives FashionistasBeginners * Digital maturity of 391 companies in our sample
    • 7Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Digitally-mature companies have significantly better financial performance -11% +26% -24% +9% Basket of indicators: • Tobin’s Q Ratio • Price / book ratio Cost Effectiveness Market Valuation -12% +12% -7% +7%
    • 8Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Some industries are more mature than others… * Average maturity of industries for which we received at least 20 survey responses Banking Consumer Packaged Goods Insurance Manufacturing Pharmaceuticals Retail High Technology Telecoms Travel and hospitality Utilities Average industry maturity * Transformation management intensity Digitalintensity
    • 9Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Utilities specific findings 1. Utilities have only started adopting digital technologies in specific areas such as the customer experience 2. Analytics is not widely used in either customer or operational applications 3. Untapped opportunities may exist in worker enablement and process digitization 4. Data and integration issues may present challenges in other areas 5. Utilities’ digital transformation management practices are relatively more mature than their use of digital technologies
    • 10Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The Value of the Capgemini Oracle partnership
    • 11Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The value of the Capgemini - Oracle partnership  #1 in Utilities for IT Services in Western Europe* (Gartner)  #3 in Utilities for IT Services Worldwide* (Gartner)  Leader for IT services in the EMEA Utilities Market** (IDC)  Over 75 Smart Energy clients worldwide  Smart Energy projects for over 113M smart meters  We are a leader in digital transformation in most sectors Capgemini is a leader in Utilities for IT Services Capgemini- Oracle Partnership  Formed in 2006, the Smart Energy Alliance  Oracle Software part of every smart energy project of Capgemini  Data from 113 million smart meters flowing through Capgemini and Oracle architected AMI solutions  Lead partners on the largest approved meter rollout in Europe featuring MDM 2.0. * Ranked by Gartner based on 2012 revenue; Source: Gartner, Inc., “Market Share: IT Services, 2012”, Kathryn Hale et al, 29 March 2013 **Source: IDC: “IDC MarketScape: IT Service Providers in the EMEA Utilities Market 2013 Vendor Assessment,” Doc #EIOS02V, May 2013.
    • 12Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Introducing Capgemini Immediate Architecture designed for digitally enabled businesses! Revealing for the 1st time our Agile Architecture
    • 13Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Consumerdriven market With the evolution of consumers and maturing technology, IT will become business! Transition to information utilities and empowered customers bring Business and IT together Unaware Aware  Low energy lighting  Efficient heating  Insulation  Supplier comparison  Self service Passive Interest  Green energy  Renewables sources  Energy labels  Energy efficiency advice Active involved  Energy conversation programs  Smart meters  Energy management tools Community involvement  United consumers Communities  Demand shift  Consumer storage  Advance energy management Utilitydriven market Interactive involved  Local generation  New pricing models  Demand response programs  Customer analytics  Consumer - Prosumer
    • 14Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Capgemini’s H-model Architecture is fundamental for DUT: Enabling speed of digital innovation The H-model distinguishes the robust application layer and the agile interaction. Systems of Innovation Systems of Differentiation Systems of Records Speed Value Industrialisation Costreduction Overall objectives Speed Value Industrialisation Costreduction Layer Layer , Channel Service Security Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer
    • 15Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The Capgemini H Model Architecture Core Framework Layer , Channel Service Security Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer
    • 16Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 Layer , Channel Service Security Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer The Capgemini H Model Architecture Front End Services – The Agile Interaction Layer Channel Service Apps Web Call IVR SMS Chat Personalization & Interaction Layer Social Media E-Commerce Insight Layer Big Data Analytics Channel Service CSS – Customer Self Service Cloud Solutions Personalization & Interaction Layer SRM Right now Insight Layer OBIEE OBIU
    • 17Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The Capgemini H Model Architecture Stable Domain – The Robust Application Layer Layer , Channel Service Security Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer Application & Data Layer MDMS OMS DMS DRMS HES EAM GIS CIS Power System DB MWFM Application & Data Layer MDM NMS (OMS & DMS) DSM (to come) Smart Grid Gateway WAM GIS CC&B ODM MWM
    • 18Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The Capgemini H Model Architecture Orchestration and Integration Service Layer – Oracle Applications and Technologies Layer , Channel Service Security Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer Orchestration and Integration Service Layer Business Process Management Master Data Management Business Activity Monitoring Work Flow Management Extract, Transform & Load Traffic Management Oracle Fusion Middleware
    • 19Copyright © Capgemini 2013. All Rights Reserved OOW Capgemini input (draft 01) | September 2013 The Capgemini H Model Architecture Governance Layer – Oracle Applications and Technologies , Channel ServiceSecurity Layer Application & Data Layer Orchestration & Integration Layer Personalization & Interaction Layer Insight Layer Robust Application Layer Agile Interaction Layer Governance Layer Authorization Authentication System Activity Infrastructure Security Logging, Auditing & Reporting Configuration Management IT Service Management Business Service Management User Support Continuity Management Business Process Management Master Data Management Business Activity Monitoring Work Flow Management Extract, Transform & Load Traffic Management MDM NMS (OMS & DMS) DSM (to come) Smart Grid Gateway WAM GIS CC&B ODM MWM Oracle Fusion Middleware CSS – Customer Self Service Cloud Solutions SRM Right now OBIEE OBIU
    • The information contained in this presentation is proprietary. Copyright ©2013 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 125,000 people in 44 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model. Learn more about us at www.capgemini.com