Innovating and enabling digital futures   12-07-2011
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Innovating and enabling digital futures 12-07-2011

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This presentation, for a BrightTalk Summit webcast (See: http://www.brighttalk.com/webcast/286/30997), focuses on various demand, usage and fulfilment scenarios that are likely to play out in the ...

This presentation, for a BrightTalk Summit webcast (See: http://www.brighttalk.com/webcast/286/30997), focuses on various demand, usage and fulfilment scenarios that are likely to play out in the immediate future for digital content and mobile infrastructure

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Innovating and enabling digital futures   12-07-2011 Innovating and enabling digital futures 12-07-2011 Presentation Transcript

  • Mobile Infrastructure: Innovating and EnablingDigital FuturesJude UmehLondon - July 2011
  • Synopsis & BioSYNOPSIS:Given emerging trends in social networking, context aware computing and digital content usage, it is evidentthat the role and importance of mobile technology and infrastructure is set to increase exponentially as timeprogresses. Therefore, it has become crucially important for infrastructure providers, service / platformoperators, and their partners, to ensure that the right capabilities are in place to deliver this vital component forcurrent and future digital services. This talk focuses on various demand, usage and fulfilment scenarios thatare likely to play out in the immediate future for digital content and mobile infrastructure. It examines keydrivers and perspectives from the five key stakeholder groups, common to all digital and mobile servicepropositions, and will look to illustrate the role of innovative business models and their impact on theecosystem of suppliers, partners and customers. Finally the talk will outline the way forward to addressing keyissues in this domain, and make suggestions to help future development of mobile infrastructure as a keyenabler for digital content and usage.BIO:Jude Umeh is a Senior Consultant & Enterprise Architect with Capgemini in the UK, and he enjoys helping todefine future business and technology strategies that shape clients response to a challenging digitalenvironment. Jude is a published author, with a book and several articles and whitepapers, on the impact ofdigital content technologies. He is also a frequent blogger on Capgemini’s award winning technology blog. © 2011 Capgemini. All rights reserved. 2
  • Agenda Intro: Setting The Scene • Evolution of Communication • Mobile is huge Findings • Key Trends that matter in Social, Technology & Business • Market models and solutions • Demand, Usage, Fulfilment and Monetisation Conclusions • Key Issues • Opportunities • Enablers for new services Recommendation • 5 stakeholders • Business model innovation • Innovation as a service © 2011 Capgemini. All rights reserved. 3
  • Setting The Scene
  • Evolution of Communication Source: Adapted from The World Beyond Digital Rights Management BCS 2007 © 2011 Capgemini. All rights reserved. 5
  • Mobile is huge and likely to get really massive Mobile ramping faster and bigger than Desktop Internet – 5 Trends Converging: • 3G • Social Networking • Video • VoIP • Impressive Mobile Devices Mobile innovation and impact – long term leaders determined by: • Depth of Application Ecosystems • User Experience • Pricing. Disruptive communications & commerce platforms are rapidly emerging, especially in social networking and mobile transactions Massive data growth driving carrier and equipment evolution. Mobile infrastructure will have a major challenge meeting demand Source: Adapted from Internet Trends - Morgan Stanley, 2010 © 2011 Capgemini. All rights reserved. 6
  • Findings:
  • Trends that matterSocietal & Economic Trends Technology Trends Business & Management Trends• Sustainability and Green agenda • Big Data – exponential growth in digital • Business Model Innovation – enabled by• Aging population & implications for data, and need for scale, speed & access tech nology e.g. social & mobile business workforce, healthcare, services & products • Cloud Computing • Consumerisation – impact of consumer• IT spend follows the economy • Activity Streams & Near Field tech. in the enterprise• Redefining working patterns and Communications • Crowd Sourcing changing employment models • 4G/5G Pervasive bandwidth – drives • Dynamic BPM & Dynamic Pricing –• Home & mobile health monitoring other trends e.g. Mobile transactions & changing processes or prices on the fly• Shift in Global Consumer Spending Internet of Things • Platforms for Business Apps• Attention Deficit Disorder Society • Predictive Analytics – delivering insight on • Intellectual Property Landscape consumer behaviour • Trust & Reputation Economics – related to• Global demand for investment capital • Social media – leveraging the power of trend for more transparency• Impact of Social Media on global politics the community • Service Digitalisation – the drive for digital• Diminishing expectations of privacy • 3D Printing & personal manufacturing transformation in a connected world • Audio & video analytics & image • Social Commerce• Lifelogging recognition • Mobile Business • Augmented Reality • Media Tablets Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends © 2011 Capgemini. All rights reserved. 8
  • What models are buyers using or considering? Cloud computing 21% 16% 9% 31% 23% Software as a service-application utility 20% 13% 7% 26% 35% Infrastructure utility 18% 13% 7% 27% 36% Communications as a service 17% 12% 7% 29% 34% Business process utility 17% 13% 8% 38% 24% Capacity on demand 17% 17% 11% 37% 19% Software-based appliances 16% 12% 7% 29% 37% Storage as a service 16% 13% 9% 31% 31% Software streaming 16% 12% 8% 45% 19% Web 2.0 15% 13% 8% 32% 32% Remote Management services 15% 12% 6% 25% 42% User-owned devices or PCs 14% 9% 6% 37% 34% Grid computing 12% 12% 7% 51% 18% Community source 12% 11% 8% 52% 18% < 12m 12 to 24 m 24 to 36 m 36 m or not Already using Source: Capgemini CTO Client Briefing 2011 © 2011 Capgemini. All rights reserved. 9
  • What solutions are addressing the market needs? • SaaS and application migration services to 3rd party Cloud platform Cloud Computing (e.g. Azure, force.com, Google Apps) • PaaS enterprise application portability • IU4SAP, Oracle On Demand Enterprise Applications • Application overhaul, COBOL to Java, procedural to object oriented • Enterprise application development services on Mobiles (Windows Mobile iphone, Android, BlackBerry), enterprise mashups Mobile technologies • Content and applications, including location-based services, mobile TV, advertising and payment services • Analytics Business Intelligence • Solutions & Services for compliance, customer service & business productivity Data / Doc • Enterprise Content Management management • Multi-modal data (video, audio, text and database) • B2B integration • Legacy interoperability SOA • Integration of enterprise applications with social computing systems – for example CRM with Facebook Green • Data centre, Building Energy Monitoring (and control) software Source: Capgemini CTO Client Briefing 2011 © 2011 Capgemini. All rights reserved. 10
  • Demand“With the growth of the digital economy in full swing, weexpect that broadband data usage will double each year forthe foreseeable future.” - TM Forum Insights Research 2011 Communication Service Providers must respond, or lose out © 2011 Capgemini. All rights reserved. 11
  • UsageUsage Scenario DescriptionUbiquitous Probably the biggest impact is the ubiquitous connectivity and ability to include such things as location as a default extra piece of data in the mix to create aconnectivity greater relevance. There is seemingly an app for everythingAd-hoc Networks Mobile makes the creation of ad hoc networks possible. Also it enables a new kind of relevance regarding couponing or other location based offers and incentives. The main advantage for social networking is the ability to connect with your friends always and everywhere, plus you can see where they are and can therefore get in touch with them easier. Twitter hastag is a good example of an automatic ad-hoc networking mechanism.De-facto Mobile devices and social networks like Facebook could provide a new kind of 2 step authentication, since mobile numbers are unique for individuals, and theAuthentication Facebook ID is intended to be unique for each person. There could be many interesting possibilities in a mobile + Facebook based web-identity mash-up with NFC based payment mechanisms. © 2011 Capgemini. All rights reserved. 12
  • Fulfilment Common Access • Shift from silo mobile projects that have expensive and long lead times to the era of common access portals (i.e. Next generation MEAPs) with rapid app development using Portals visualisation tools. Shared Services • Services share the same platforms and infrastructure to cut costsHybridization (Mobile • These are now appearing whereby mobile applications are a mix of external and internal sources. Mash-ups) Convergence of the • This has already have started (e.g. Sybase Unwired Platform)traditional web portal • Major paradigm shift that will affect everyone in mobile (it is similar to the evolution of the Web – from a few academic / hobbyist pages to major enterprise / ecommerce sites) and the MEAP © 2011 Capgemini. All rights reserved. 13
  • Monetisation potentialA key driver is the sheer growth in penetration of smartphones, and now tablets © 2011 Capgemini. All rights reserved. 14
  • Conclusions
  • Key Issues: Security Source: http://www.newsoftheworld.co.uk/ © 2011 Capgemini. All rights reserved. 16
  • Key Issues: PrivacySource: Mobile Privacy Principles (http://www.gsmworld.com/our-work/public-policy/mobile_privacy.htm) © 2011 Capgemini. All rights reserved. 17
  • Key Issues: Health & SafetySource: Distracted Driving: What Research Shows and What States Can Do ( http://www.ghsa.org/html/publications/sfdist.html) © 2011 Capgemini. All rights reserved. 18
  • Key Issues: Discovery Source: Trends In Mobile Apps Presentation to the BCS in March 2011 - by Katie Lipps, Mobile Consultant © 2011 Capgemini. All rights reserved. 19
  • But… © 2011 Capgemini. All rights reserved. 20
  • Opportunities: Diverse business models Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org) © 2011 Capgemini. All rights reserved. 21
  • Opportunities: Cloud services broker Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org) © 2011 Capgemini. All rights reserved. 22
  • Key enablers for new services Mobile Device • Configuration Management, Provisioning Management, Remote diagnostics and Security ManagementManagement (MDM) • Exposure e.g. OneAPI currently supporting messaging, location, and billing Network services • High Performance Infrastructure & Connectivity • Superior connectivity Differentiators • Service & subscriber contextual information via subscriber data management • Policy management for contextual services – QoS, privacy, localisation, ads • CSPs have the ability to aggregate and integrate other services with networkService aggregation intelligence to deliver desirable features via context awareness features or enhancement (e.g. user personas based on location)Enhanced customer • Using network intelligence, policies, and personalization of services to enhance customer experience experience • Real time transaction management and settlement Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org) © 2011 Capgemini. All rights reserved. 23
  • Recommendations
  • Meeting the needs of 5 key stakeholders Source: Adapted from The World Beyond Digital Rights Management BCS 2007 © 2011 Capgemini. All rights reserved. 25
  • A real need for constant innovationThe three common forms of innovation To create VALUE though a For SERVICABILITY to secure To change COST of production new market or product existing and new customers and size of available market A break through in any A game changing move that Where market or product element of the operation of provides sustained first cannot be innovated service an enterprise mover advantage can be usedThe barriers to innovation Organisational Structure and Boundaries Mobilisation and Capabilities The immediate and obvious challenge that Enterprises are constrained by their own any change will bring to an Enterprise knowledge and experienceEventually 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. 26
  • Breaking through the barriers Innovation is a never ending collection of activities and processes Ready access to a large variety of skills and experiences is needed Each Innovation must be individually costed and valued to delivery At the same time all must be managed into a cohesive all We need to be more Innovative – can you help? YES ! Capgemini Innovation as a Service © 2011 Capgemini. All rights reserved. 27
  • Innovating the Enterprise Source: The Business Model Canvas (www.businessmodelgeneration.com) © 2011 Capgemini. All rights reserved. 28
  • Capgemini Innovation TechnoVision 2011 edition Cloud Services (e.g. Immediate) Rapid Innovation CentersASE: Accelerated Solution Centers Social Insight RDV: Rapid Design & Visualization © 2011 Capgemini. All rights reserved. 29
  • 4 ways to innovate the enterpriseOperational Innovation• Innovation as “Business as Usual”Managed Innovation• “Innovation As A Service”Proactive Innovation• Introducing our Innovation to clientsLeadership Innovation• Deploying our Thought Leaders © 2011 Capgemini. All rights reserved. 30
  • Appendix
  • More information About Capgemini Capgemini, one of the worlds which aims to get the right balance of theforemost providers of consulting, best talent from multiple locations, workingtechnology and outsourcing services, as one team to create and deliver theenables its clients to transform and perform optimum solution for clients.through technologies. Present in more than 35 countries,Capgemini provides its clients with insights Capgemini reported 2009 global revenuesand capabilities that boost their freedom to of EUR 8.4 billion and employs overachieve superior results through a unique 100,000 people worldwide.way of working, the Collaborative Business More information is available at:ExperienceTM. The Group relies on its www.capgemini.comglobal delivery model called Rightshore®, © 2011 Capgemini. All rights reserved. 32
  • Jude Umeh (FBCS, CITP)Snr. Consultant & Enterprise ArchitectEmail: jude.umeh@capgemini.comPhone: +44 (0)870 238 8529Blogs: http://www.bcs.org/server.php?show=ConBlog.8 http://www.capgemini.com/technology-blog http://judeumeh.wordpress.comTwitter: @judeumeh www.capgemini.com The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved