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Nilf2012_Salil Parekh- Capgemini

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  • 1. What are customers looking for?– An ‘outside-in’ perspectiveSalil Parekh
  • 2. Customers are clear about what they want “.. The need of the hour is to channelize our energy together to co-create future solutions…” – CTO, UK Retail major“..The digital world multiplies theways our brands can create an “There needs to be a directemotional-filled relationship with connection between inputs and thetheir customers..” - Marketing IT activity, and the businessHead, global Cosmetics giant related outcome…..” - Business Head, global Banking major“Consumerisation, device “….We are interested in end tomanagement, collaboration in end provision, outcome basedcloud are major challenges ” – engagements….” – CIO, globalCIO, American Automobile Electronics majormanufacturer “..We want to develop new services, new content and we are interested in partnership ideas..” – CIO, European Telecom major Consulting + Technology Speed Executive Commitment Digital Transformation Collaborative Innovation Business Outcomes © 2011 Capgemini. All rights reserved. 2 © 2012 Capgemini. All rights reserved. 2
  • 3. Digital Transformation is enabling customers to respond to the present day digital revolution In a 2011 survey of UK Government CIO’s, 53% of respondents thought that their organisation would begin to use cloud services for infrastructure or software in the next two years Multichannel consumers spend 30% more than mono-channel consumers Amazon sold more Kindle e- books than printed books Cloud Computing Virtual meetings Web 2.0$680 Integrated customer 2.1billion experiences Productivity New digital billion Social media Cost internetexpected global Reductions Improvement productse-commerce users New Newrevenues in Customer Products /2011 (+19%year on year) Experience Services 5.9 Tracking or Operational billion Service new mobile analytical tools Customer New digital platforms users Insights Customer Product Platforms © 2011 Capgemini. All All rights reserved. © 2012 Capgemini. rights reserved. 3
  • 4. Collaborative Innovation is being seen as the hallmark ofintimate customer – solution provider relationshipENGAGE EVOLVE EVALUATE EXECUTE Business CaseFeed the Idea Collaborative Objective Selection Project Pipeline Business Case and Portfolio Management and Development Optimization Delivery © 2011 Capgemini. All All rights reserved. © 2012 Capgemini. rights reserved. 4
  • 5. Collaborative Innovation Framework Example Customer Inputs Traditional R&D Attributes Cross- business Synergies Thought Joint leadership funding Co- Innovation Co-owned Alliances- IP Rights partner- PastTechnical ships ExperiencesExperts Joint solution building “Today, more than 35% of our new products in market have elements that originated from outside, up from about 15% in 2000. And 45% of the initiatives in our product development portfolio Industry Inputs have key elements that were discovered externally.” - former CEO of a global Consumer Products company © 2012 Capgemini. All rights reserved. 5
  • 6. Taking ownership of Business Outcomes is emerging as akey theme in achieving business objective through IT The Journey . . . Sharing risks & Share the risks returns Building a and rewards One Team © 2011 Capgemini. All All rights reserved. © 2012 Capgemini. rights reserved. 6
  • 7. Commercial Models – Illustration in the Pharma industryGlobal Pharma Global Pharma - Global Global Pharma Global Pharma Consumer BioPharmaceuticalProject Name: BI Project Name: Clinical Project Name: Multi-Report Development Project Name: Project Name: CTMS Data Transformation Channel (CLM) PMO and OCM ImplementationDescription: Description: Description: Description: Description:In conformance with Client was looking to Client contractedthe agreed upon rate Client required a Client was replacing establish a clinical data provider to implement 5structure for AD senior team of legacy system with transformation service to key digital channels as aservices, a team PMO and OCM Siebel CTMS system migrate legacy and part of our client’s multi-were provided to analysts to manage and integrating that with ongoing trials from channel (Closed Loopsupport BI report a global 31 different internal internal data standards Marketing) initiative.development for transformation applications. Project to CDISC SDTM. The Commercial modelPharma commercial project. Duration of was scope under a job included a per trial included paymentsgroup. Pricing was the project was fixed price agreement migration/conversion based on extent ofbased on a cost plus initially planned for for the entire effort, with cost for both legacy and customer (HCP)x% agreed upon 6 months and with very specific scope and ongoing trials, with an interaction and channelmark up per the potential for deliverable elements. initial set up cost. This feedback, includingglobal agreement extension. Pricing program was voted as brand adoption. was based on one of the most agreed upon rate successful programs in card their R&D group © 2012 Capgemini. All rights reserved.
  • 8. www.capgemini.comThe information contained in this presentation is proprietary and confidential. It is for Capgemini internal use only. Copyri ght © 2011 Capgemini. All rights reserved.

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