Business Mashups, or Mashup Business?

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Using services and web 2.0 to change the way we think about business

Using services and web 2.0 to change the way we think about business

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  • 1. Business Mashups, or Mashup Business? Peter Evans-Greenwood CTO (Australia)
  • 2. Imagine… A new company enters the market in late 2007, LGM Wealth Management, who have found a new way of spinning existing solutions and technologies to provide it with capabilities an order of magnitude better than anyone else
    • Time to Revenue < 5 days
    • Cost to Serve < ½ industry average
    • New Product Introduction < 5 days
    • Infinite customisation
    How do you react?
  • 3. Phase 1 Time to Revenue Cost to Serve
  • 4. The challenge: insurance case work today 1. Client works with an Advisor to select & customise a policy 2. Advisor submits the policy for approval 3. Client visits a Doctor for a health check & tests 4. Doctor posts the test results to the back office 5. The back office ask questions, clarifies issues, requests follow-ups, and approves the case (or not). 6. 6. Case Client Advisor Doctor Team What is a case file? Paper? Database? Records? Reports? Email? No means of capturing tacit knowledge Processes trapped in application silos Participants tied to locations Knowledge fragmented and buried in channels & silos No holistic view of the problem Client is not a integral part of the process Processes fragmented across silos and manual activities
  • 5. A few interesting ideas
    • Rich User Experience
    • Providing a desktop
    • experience from a web-
    • based application
    • Flash & Shockwave
    • Silverlight
    • AJAX
    • Mash-Ups*
    • A web page or
    • application combining
    • data from two or more
    • external sources
    • Chicago Crime DB http://www.chicagocrime.org/
    • Ski Bonk http://www.skibonk.com/
    • More than a portal—
    • an application in it‘s
    • own right!
    • Spaces, Not
    • Applications
    • Tools to solve specific
    • problems, integrated
    • with other tools, rather
    • stand-alone applications
    • Wikis: shared blackboards
    • Blogs: online diaries
    • Folksonomies: shared tags
    • Utility Computing
    • Using the web as a
    • platform to deliver
    • applications over the
    • internet from a
    • centralized or distributed
    • data centre
    • GMail
    • SaleForce.com
    • QuickBooks Online Edition
    * Examples taken from www.programmableweb.com
  • 6. A space for insurance case management RSS feed on case Status comment Asldkjalsj asldj asldas l Aklsd aksdh kashd Date, Time, Posted by BLAH Client Name Test Results Risk Management Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci Tags, tags, tags, … Duis autem vel eum iriure dolor in hendrerit in vulputate velit esse molestie consequat, vel illum dolore eu feugiat nulla facilisis at Policy Details Add Client details from CRM Test results from provider’s system Case work comments in a blog Risk report in wiki Medical image from provider’s system Markup a la Mojito Address 12 sad asldrk aslkdja lsdkj al skdjas Tags for semantic search Status Status Workflow status Click through to connected spaces Product Information 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 Basldjk asd 8 Asd asd 8 Basldjk
  • 7. Insurance case work tomorrow 1. Client uses a self service web site to create a policy tailored to their needs, scheduling any tests required 3. Client visits a Doctor for a health check & tests Doctor submits test results directly 4. 2. An advisor can be called in (Skype, IM, …) to provide assistance where required 5. The back office approves the case (or not). Client Doctor Case Advisor Team Users create their own work spaces Virtual teams Integrated support for structured and unstructured knowledge Informed and able to participate Content independent of channels Active involvement All knowledge captured in a single consistent shared space
  • 8. What we are trying to achieve Operational Costs Productivity Work Quality Information Quality Future Insurance Case Worker Information Management Business Value t t t Capture tacit and structured knowledge in a single integrated environment Reduce the opportunity for errors and mistakes by capturing and formalising currently informal information and processes Drive cost savings through more efficient work practices Create a more supportive environment, ensuring that all stakeholders are involved and have accurate information to base their decisions on
    • Time to revenue ▼ 66%
    • Cost to serve ▼ 50%
  • 9. Delivered as a utility Existing Back-Office Applications Content & Records Management External Sources Reporting File Stores Partner Applications Application silos used as information appliances User interfaces design to support specific roles Utility maps between applications and users, capturing tacit knowledge t Utility Web 2.0 Resource Management Light weight, standards based, integration RSS, Web Services, Search, … Collaboration Search Processes Mash-Up Platform Case Worker Mash-Up Team Mash-Up Client Mash-Up Partner Mash-Up Time to Capability Months Weeks Implementation Effort
  • 10. Challenges
    • Licensing
    • How do I enforce SLAs?
    • Do I need to pay?
    • Where do we
    • start?
    • No more four years and $50m !
    • Security &
    • Confidentiality
    • Identity Managmeent
    • Sensativity: getting users to put information in the right box
    • What capabilities do
    • we put in the box?
    • Where do we use wiki’s a blogs?
    • How do they integrate with our other information?
    • What about Zoho or Google Apps?
  • 11. The bigger picture
    • Business Planning
    • Asset Planning
    • Risk Management
    • Incident Management
    • Asset Creation
    • Asset Lifecycle Management
    • Procurement
    • Demand Management
    • Compliance Reporting
    • Annual Reporting
    • Relationship Management – Government, Customers, Contractors, Partners
    • Performance Management
    • Health and Safety Management
    • Ministerial Briefs
    • Correspondence Management
    • Tendering and RFQ Management
    • Programme & Project Management
    • Strategy Development
    • HR record keeping
    • Policy and Advice
    • Inspections and Audits
    • Policies and Procedures
    • Contracts Management
    • Community Consultation
    • Business Case Development
    • Operational Analysis
    • Periodic Reporting
    • Specialist Studies
    • Strategic Directions Reporting
    • Indicators Reporting
    • Market Research
    • Corporate Template Management
    • Publications Management
    • Campaign Development
    • Customer Engagement
    • Lease License Management
    • Title Management
    • Web Site Management
    • Customer Complaints
    • Research and Development
    • MD Briefs
    • Project Reporting
    • Design Reporting
    • Post Implementation Reporting
    • Standards and Specs
    • Community Consultations
    • Asset Information Management
    • Drawings and Plans Management
    • FOI Request Handling
    • Accounts Payable invoice processing
    • Legal Advice and Precedents
    • Taxation Work Papers
    • Audit Work Papers
    • Audit and Inspection Reporting
    • Major Environmental Assessments
    • Minor Environmental Assessments
    • Environmental Management Plans
    • Work Order Management
    • Recruitment Management
    • Contractor Management
    • Training and Human Performance Mgmt
    Unstructured Structured An example from Government
  • 12. Phase 2 New Product Introduction Product Catalogue
  • 13. Mashup business Threadless
    • Design arbitrage
    • Paypal (payments)
    • Flicker (photos)
    • Polling (online votes)
    • Outsourced production
    • Profitable in 1 st year
    KIVA
    • Demand-driven charity
    • Micro-credit
    • Paypal (payments)
    • Flicker (photos)
    • Blog (journal)
    • Already a force to be recond with in micro credit
    Scion
    • Endless customisation
    • Pimp-my-ride
    • Production line
    • Dealers
    • Bodyshops
    • Most successful product launch for Toyota ever
  • 14. What might this look like for insurance
    • An Insurance Mash-Up
    Yesterday Today Tomorrow
    • Bespoke development
    • Harvest historical information to create actuarial tables
    • Hand craft policies
    • Mass production
    • Havest historical & operational information to create actuarial tables
    • Develop insurance factories to churn out mass customized policies
    • Pass bundles of policies onto the market
    • Endless customisation
    • Enabling customers to configure their own policy
    • Connecting them directly with the market
  • 15. Managing complex products A single product, the Model T of our industry Chaos, where each client has an individually tailored product Few products All possible products Some products Rather than being forced to the ends, we want to put the slider where it makes the most sense for the business.
  • 16. How do we create a configurable policy? A bike consists of a frame, two wheels, handlebars, a seat, drive train, and each wheel has a tyre. We also offer three types of bike: mountain, racing and hybrid Let’s steal an idea from flexible manufacturing We can define our product as a suite of pluggable Lego-like components and let customers mix-and-match
    • Assumptions
    • Simplifying our understanding
    • Competitive forces
    • Business Logic
    • Constraints
    • Recognising situations
    • Deciding on actions
    • Exception (risk) management strategies
    • Concepts
    • Benefit
      • Defined benefit
      • Co-payment
      • Restricted benefits
    • Policy
      • Exclusions & Inclusions
      • Constraints
    • Event and/or risk
    • Predictions
    • Risks
    • Benefits
    • Competitor
      • Prices
      • Products
    • Events
    • ...
    Seat Handlebars Frame Front Wheel Back Wheel Drive Train
  • 17. Allowing us too put the slider where we want it A single product, the Model T of our industry Chaos, where each client has an individually tailored product Few products All possible products Some products The granularity of our model determines where on the spectrum if falls Seat Handlebars Frame Front Wheel Back Wheel Drive Train
  • 18. Then we operationalise the model Strategic Goals Information Technology Seat Handlebars Frame Front Wheel Back Wheel Drive Train
  • 19. … delivering the lot as a utility Existing Back-Office Applications Content & Records Management External Sources Reporting Partner Applications Business Utility Insurance Mashup Content & Records Management Risk Management Mashup Web Utility Mash-Up Mash-Up Client Mash-Up Partner Mash-Up
  • 20. The impact of what we’ve done Allows Operations to plan and manage the delivery of the product Provides Product Management with a palette for innovation and creating new offerings Used by Finance as a tool to establish the cost, and profitability, of products Sales is empowered to adjust a product to meet customer requirements How do I price? How do we support the product? How will the product be offered to the market What product options do we want to provide? How do I ground risk management? What options do I have when I react to business exceptions? How many products? One, or millions? Seat Handlebars Frame Front Wheel Back Wheel Drive Train Time to Capability t Effort
    • New product introduction
    Product Catalogue t # of possible products
    • Product variation
  • 21. Conclusions and lessons learnt
  • 22. We can use technology to create business agility Value Harvested Business Inertia Dispursion of Innovation Redeploying Employees Process Improvement & Optimisation Exception Management t Value Move users from operational cost control roles into offline, creative value creating roles Enable employees to focus on communication and innovation, enabling them to connect to the market and harvest new opportunities Increase the amount of value harvested from the market by out performing competitors and leaving less money on the table Reduce the cost of reacting to disruptions in the market by reducing the cost of planning and acting, converting disruptions to a competitive advantage t Planning Granularity t Rate of Innovation
  • 23. Agility creates a competitive advantage Reaction Speed Complexity of environment Corp. B Insight Harmony Agility Initiative Adaptability Orientation Corp. A Confusing information Incomplete data Unpredictable events Instability Uncertainty Ability to cope with disruption Corp. A Corp. B Competitive advantage
  • 24. We must manage continual change, not projects
    • Mastering the three worlds of IT
    • Executives need to stop looking at IT projects as technology installations and start looking at them as periods of organisational change that they have the responsibility to manage
    • Andrew McAfee Harvard Business Review, November 2006
  • 25. Imagine… A new company enters the market in late 2007, LGM Wealth Management, who have found a new way of spinning existing solutions and technologies to provide it with capabilities an order of magnitude better than anyone else
    • Time to Revenue < 5 days
    • Cost to Serve < ½ industry average
    • New Product Introduction < 5 days
    • Infinite customisation
    How did you react?
  • 26. Questions or Comments ?
    • Further reading
    • Peter Evans-Greenwood, Product Meta-Models , Capgemini
  • 27. www.capgemini.com