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  • Executives expect IT to raise productivity in 2010 while conforming to IT and enterprise cost structures. Leading CIOs are shifting their focus from cost-efficiencies to raising the productivity of enterprise and IT resources. Productivity is measured by the results gained from a particular set of resources. The greater the results, the more productive the resources. Executives expect IT to raise productivity by extending its influence in enterprise operations through a combination of business process, information and workforce changes. As the primary levers of productivity, these three kinds of changes are key to enhancing capabilities needed in a recovering economy. Business priorities reflect continued economic stress with an immediate focus on current operations. However by 2013, CIOs see a renewed focus on innovation and customers.
  • With increased focus on virtualization, cloud computing and Web 2.0 technologies, CIO strategic technology priorities for 2010 are shifting dramatically. How fast these “lighter-weight” technologies will move through their respective Hype Cycles remains to be seen, but they are definitely elements in the CIO’s agenda. Business intelligence, enterprise systems, networking and security remain important to the execution of CIO strategies. Cloud computing, virtualization and Web 2.0 are lighter-weight technologies because they entail reduced upfront costs, increased capacity and variable cost structures. In addition, these technologies require limited support resources, giving them an asymmetrical benefits profile whereby relatively small investments generate significant business benefits at speed. CIOs are interested in lighter-weight technologies create asymmetric sources of new capability. Those capabilities are an integral part in transitioning IT toward its future.

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  • Andy Mulholland – Global Chief Technology Officer Capgemini Client Briefing - 2011 Business and Technology come together in new ways
  • The key question for 2011 Don ’ t just ask what the role of the IT department in the Enterprise should be … Ask what the role of Technology should be in the Business of the Enterprise
    • Mean Time between Surprises declines…
    • Globalisation; where and what has to change…
    • New competitors and business models…
    • Consumerisation of Technology; Apple v Corporate IT…
    • New Technology; The Web, The Cloud, Social Networks…
    • Innovation – doing old things in new ways; or ….
    A Time of Constant Change
  • ‘ Innovation! ’ What does it really mean ? To create VALUE though a new market or product A 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 Defocusing and lost of Optimisation The immediate and obvious challenge that any change will bring to an Enterprise Conway ’ s Law Enterprises cannot change beyond the constraints of their communications The three common forms of innovation The barriers to innovation BUT Change is inevitable Innovation is about controlling the timing and basis of change to be advantageous to our own business
  • Source; Seizing the White Space Harvard Business Press by Mark w Johnson Innovation - 19 Technology enabled ‘ NEW ’ Business Models
  • The Result is that Business is changing its Agenda Source: Gartner Worldwide Survey of More than 1,500 Enterprises in autumn 2009
  • And CIOs are changing their focuses accordingly … Source Gartner – Autumn 2010
  • And their investment in strategic technologies reflects this… Source Gartner – Autumn 2010
    • 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 its 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 ’
    All of which poses some big questions!
  • Capgemini TechnoVision The Vision of how Technology will change your Business
  • TechnoVision – Technology capabilities driving change The 21 Specific Clusters of Technology that are drivers of Business change The TechnoVison Model that Summarises How these the Drivers will Impact and Identifies specific Challenges and Opportunities Real-Time Business Process Management Human Mashup Interaction CLoud Mesh Execution Real-Time Inteligence Package Sector Solutions Service Orientation Composite Applications Advanced Analytics Smart Business Networks iPodification Sensing Networks Utility Business Infrastructure Busines Rules! Open Standards Software- as-a-Service Jericho-Style Security Wikinomics Open Data Rich Internet Applications Master Data Management
  • The Leveraged Enterprise Smart Business Models Business Users & Managers CFO Business Process Outsourcing CEO CEO
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO
    • Decentralisation for Business Optimisation
    • The need to compete and go to market with new business models
    • The formation and management of external ‘ influences ’ / partners
    • ‘ Localised ’ geographical and virtual products, become expectations
    • Real-Time decision making to optimise events and opportunities
    • Speed, flexibility, agility in resourcing with direct cost allocations
    • Shift to a pay at point of consumption for what is used
    CFO Business Process Outsourcing CEO
  • The Digital Transformation of Business CFO Business Process Outsourcing CEO Smart Business Models Business Users & Managers CEO
    • Technologies enabled Decentralisation
    • A shift from Monolithic Transactional Applications for Back Office procedures to Granular ‘ Services ’ front office processes
    • From Client-Server ‘ Systems Integration ’ based on tight coupled, state-full and deterministic architecture to Browser-Cloud ‘ Web Services Orchestration based on loose coupled, stateless, and non deterministic Cloud architecture
    • From finite internal resources to infinite external resources interconnected by the Internet
    • From passive infrastructure to active business platform managing the decentralisation
  • The Digital Transformation of Business CFO Business Process Outsourcing CEO
    • Centralised Enterprise Management
    • The traditional role of IT and vital to the successful compliant operation of the Enterprise. The role of the CIO and the IT department was defined around the dangers of decentralisation introduced by the PC in the twenty years ago. The reintroduction of technology and business manager driven decentralisation seems a danger to be resisted
    Smart Business Models Business Users & Managers CEO
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO The Consumerisation of IT A new generation of ‘ digital ’ savvy users and their managers are importing their knowledge and expectations in the use of Web based ‘ services ’ on a wide variety of devices into their business roles. Just as a previous generation introduced the PC to drive business change this is ‘ game changing ’ in its impact on the Enterprise
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO Business Innovation A recognition of the emergence of new Business markets and revenue opportunities created around by a perfect storm of new factors; Globalisation; emergent high growth economies; but most of all by the ubiquitous adoption and deployment of Technology through all aspects of society
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO New Business Models The combination of the instrumentation of devices, (RFI etc); the social interaction between people; the interconnection of everything and everyone; leading to the real-time intelligence to support new ways to ‘ service ’ customers individually, to localise and optimise products as well as react to circumstances and events
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO Challenged by Decentralised Auditors asking for proof of how the enterprise understands its end to end processes, empowerment of users, policy management, data ownership, and operating costs.
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO The Interface to IT Strong concerns about how dangerous and disruptive the user driven model with be and how it integrates
  • The Digital Transformation of Business Smart Business Models Business Users & Managers CEO CFO Business Process Outsourcing CEO The Interface to IT Where technology ceases to be a differentiator the focus moves from outsourcing the technology elements to outsourcing process
  • The Leveraged Enterprise Smart Business Models Business Users & Managers CFO Business Process Outsourcing CEO CEO
  • Reorientation of the Enterprise The pressures and challenges making themselves felt
  • IT has been successful In its goal of automating Processes ! In summary the use of and value from people has changed… Business Processes But what about the rest?