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ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
ICT Technology Innovation - changing from within
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ICT Technology Innovation - changing from within

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How to start with a small lean technology innovation team from within the IT department.

How to start with a small lean technology innovation team from within the IT department.

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  • 1. ICT Technology Innovation Changing from within Dirk De Boeck (BP BIZ) & Tim Groenwals (IOS)
  • 2. Content1. Rationale & basic types2. Setting the scene3. Internal ICT Technology Innovation & Improvement4. External ICT Technology Innovation & Improvement5. Organization & Portfolio6. Communications slide ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 2
  • 3. Rationale & basictypes
  • 4. Basic rules It can be done in a Competitors have a We over-estimate lean way head start the speed of change but under-estimate the impact Not understanding ICT changing on the Not solo in our little the business means inside prior to corner failing to adapt fast inventing for the enough outside ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 4
  • 5. Competitors / other posts have a headstart (1/3) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 5
  • 6. Competitors / other posts have a headstart (2/3) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 6
  • 7. Competitors / other posts have a headstart (3/3) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 7
  • 8. Technology PUSH innovation involves IT scanning for emerging technologies that can be “pushed” into the businessTechnology PULL innovation starts with the business “pulling” technology into it to address opportunities 8 © bpost – ICT Technology Innovation – Tim Groenwals Source of - Internal definitions : Gartner DRAFT
  • 9. 3 types of Technology Innovation Radical Technology Innovation Fundamental changes, entirely new products and solutions Incremental Technology Innovation Improvements on radical innovations, creating big benefits on existing successful solutions Technology Innovation by Reapplication Existing solutions applied to other domains, bring fast time to market ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 9
  • 10. Are there quick win area’s toinvestigate before end 2012? Technology Innovation with focus on fast time to market ICT Techno ICT Business Push Pull Radical Incremental Reapplication ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 10
  • 11. What as of 2013? Technology Innovation with focus on fast time to market ICT Techno ICT Business Push Pull Radical Incremental Reapplication ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 11
  • 12. Setting the scene
  • 13. Smart remarks“Innovation is a process where you convertcreativity into added value faster than your competition” (Y. Remy) “Technology Innovation is business evolution for survival. Standing still is moving backwards.” (D. De Boeck & T. Groenwals) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 13
  • 14. An inconvenient truthA number of internal ICT Not all internal service levels quality levels and SLA’s are balanced with end customerare not in synch with the requirements. market standards. ICT Service & solution Is it logical, with all our virtualization solutions, that it still takes 6 portfolio of bpost tends to weeks to launch a server? become outdated fasterthan we want, even before Is it acceptable that software requests still need to be processedwe really used them at full. manually? What a waste of basic investment. Why is video conferencing still not possible over the network, while it has become a market standard in all other industries? ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 14
  • 15. Setting priorities 70/30 will always adapt when business changes our priorities It’s never Black and2011-2013: 70% will focus on WITHIN White ICT needs to reflect first on its INTERNAL Technology innovation 2013-2015: 70% will focus on prior to dream about EXTERNAL the MARKET Technology innovation. Guiding ICT in Technology Innovation to improve our service level will continueICT Service & solution portfolio of bpost tends to become More and more focus on EXTERNAL trend watching too outdated faster than we want, even before we really used them at full. What a waste of basic investment. ICT gradually becoming a FEED into business for new ideasAdvise on technology enhancements to raise service levelson all standard operations which are sold to end customers Long term vision Hookup with existing innovation circles lead by BUSINESS 2015-2020: ICT to be an (ICT must not become solo player at this point) equal business driver for our bpost market Increase our ICT market conformity thus increasing our expansion, incl. becoming a selling credibility recognized business consultant towards our end Engage in trend watching for INTERNAL improvement, and customers. only then for EXTERNAL ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 15
  • 16. Concrete actions Map every ICT service in the portfolio on a technology maturity grid (maturity meaning contributive to performance and service) Categorize them according to their impact on customer interfacing / customer collaboration Define needed technology enhancements / or re-modeling for a service level raise on the ones with highest customer interfacing profile Improve and enhance our technological building blocks which lead to a measurable better service to end customers Propose new ICT solutions, based on business innovation triggers, and aligned with GROWTH (not solo in our corner) Propose where to drastically improve our existing technological solution (to have better customer interfacing & SLA’s, use less FTE’s and become cheaper overall) 5 There will be 5 key activities (see further) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 16
  • 17. Internal ICTTechnologyInnovation &Improvement 17
  • 18. ICT Technology Maturity Grid (start) Innovate if business case exists Re-build into other services HIGH Maturity level today Sustain & develop bpost Technological commercial texts for it Priority for Technology Innovation & Improvement LOW LOW HIGH Confirmed by customer as “needed” Cancel or buy external ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 18
  • 19. INTERNALICT Portfolio Maturity Grid (target) Keep only things which have evolved HIGH Maturity level today Enhanced and innovated new bpost Technological core service portfolio Make if we can ourselves Buy or with partners if we can’t LOW LOW HIGH Confirmed by customer as “needed” Buy external what remains ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 19
  • 20. Remain realistic and keep a focus at all times. Star Trek is only a TV show. 20
  • 21. INTERNALInnovation in the ICT roadmap Sign-on Sign-off (PID) AcceptanceBusiness Define & Progress Review new As-Is Prioritize maturityInnovation levels Handover to Arch. Surveill. Feasibility SolutionArchitecture & Definition Design PlanningProjects Budget Build & ReleaseServices Provide Run &OPS MaintainGovernance Process & Planning Watchdog / Process Compliance Collaborate until transition and Architectural “Go” ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 21
  • 22. Process: Internal ICT TechnologyInnovation ACTION INVOLVE ACTION INVOLVE List existing ICT Services catalogue Award a maturity Services / Business Feasibility check Architecturelevel for each item Prioritize which Business / Projects Budget check Projects items to innovateDefine new maturity Handover to Business Architecturelevels for each item architecture Prioritize which Treat as a project Business / Projects Projects items to innovate (2 per year) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 22
  • 23. External ICTTechnologyInnovation &Improvement
  • 24. Hooking up with GROWTHCollect from business all postal offerings with focus on growth & improvement whereICT plays a part See also GROWTH (Yves Remy) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 24
  • 25. Business in the trigger seat Business to decide where ICT must be involved in developing or adopting new / better solutions Which may contribute to turn Question Marks into Stars Which let Dogs die off with best in class cost control Where to contribute in Re-applied Innovation of existing things Where to contribute in possible Incremental Innovation Focus in improving ICT to become a better sales argument Focus on what exists first It’s better to innovate an existing winner, than to invent a new loser ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 25
  • 26. Technology Innovation enablement Adaptive Innovation Enablement Assets Business Insight Change Culture Idea’s Creativity Required investment ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 26
  • 27. Adaptive elements,Example of an adaptive asset based on usage requirement of the moment“Unified Track & Trace” Customer Connectors Connect OUT Portals Core app Barcode format End delivery point reading changer Core data Contracting at the door Connect IN ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 27
  • 28. Where Technology Innovation createsVALUE for survival Peter Hinsen 70 60 50 Cost 40 Future Value 30 20 10 0 RUN WIN CHANGE (ops) (projects & services) (innovate) Competition sells very well what they don’t have We have the stuff, but don’t sell it aggressive enough ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 28
  • 29. Organization &Portfolio
  • 30. Portfolio Trend Watching Competition Business Intelligence Consulting Customer Research Lab Interfacing ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 30
  • 31. Practical: how we are organized In very specific Chairs ICT Innovation Partners cases and RULES OF WORK Assembles Manager Customers in theRelationship event of specific Independent topics functioning to guarantee enough visibility ICT INNOVATION BOARD Uses existing people from Architecture upon request next to an own minimal team Subject or product Permanent Business Members Other borrowed based, NOT AD Innovation Sponsors borrowed from ICT members HOC Members Architecture Dedicated Assignment Assignment Assignment based based based ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 31
  • 32. Blocks – Research Lab Technology ICT Projects Innovation teams Specify the requirements from BU for innovation projects ICT Design & Architecture Research Lab ICT Design & Architecture BU operations Specify the requirements for innovation architectures or proposing standards What we do : Deliverables : Mission : - Specify technology requirements - Test report weighing & evaluation Test new technology to define the requirements for maximizing value in - Evaluate test reports - Technology requirements terms of efficiency, automation, and -Final judge on success of all - Input for business cases (benefits) longterm technology stack technology aspects within a POC - Proposal for technology standards  After testing (via POC or in the lab), the requirements are handed over to ICT projects  A virtual team with engineers will be created 11/07/12 – ICT Technology Innovation – Dirk De Boeck & Tim Groenwals 32
  • 33. Research Lab - example Business (if Business Business needed)Question about Capture business Build test script Test the product Close down test possible SaaS drivers & (with business) or organize environment for Track & requirements supplier POC if Trace required Define tech Setup test Test report & Liberate environment environment recommendation borrowed needed to (with supplier) to requestor resources perform test 11/07/12 – ICT Technology Innovation – Dirk De Boeck & Tim Groenwals 33
  • 34. Blocks – Trend Watching Market Intelligence “Research Lab” Competition valid candidate for POC or test “ideabox” Trend Watching Innovation teams from BU Vendors inform on new trends, hypes or capabilities of technology What we do : Deliverables : Mission : - Market studies on new technology - Technology Heat Map Look for new technologies which can with potential benefit for bpost’s enable new product developments or (~hype cycle) activities iniatives in BU & ICT - attend vendor sessions, seminars, peer groups - Look for substitute markets First 2 years, focus 70% on business contribution and 30% on ICT contribution ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 34
  • 35. Trend Watching - example ICT Innovation Board Innovation BoardBring Your Own Investigate Approve time to Recommend or Goto Project Device hype in added value for invest kill potential mode if the market bpost future adoption necessary at bpost Deposit first Market study & Goto Research SWOT to technical Lab selected analysis (incl. business product tests) representatives Business involved ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 35
  • 36. Blocks – Competition Intelligence Customer Business Unit Mgt Business Unit CIO Partners Competition Architecture Analysis Research Lab Teams working on RFP’s Business Partners Marketing What we do : Deliverables : Mission : - Comparative solution map bpost vs. Make sure bpost remains at equal Reverse engineering of Competitors pace, or better than the competition competitive solutions through specific features our - SWOT per competitor for specific competitors lack and bpost Capability analysis RFP work possesses. - Possible differentiators for bpost Forensics (why they win deals) when developing / improving solutions Competitive alliances First 2 years, focus on specific analysis for intel in our RFP’s ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 36
  • 37. Competition Intelligence - example Business Innovation Board Innovation Board Hypothetic: Chart the HP Comparative file Propose Handover to Belgacom solution with all innovative or business offers FEM compared to the strengths and enhanced solution with solution of IBM weaknesses. features to the HP as central (bpost partner) bpost proposed system. solution Identify specific Develop Goto Research added value of commercialblock Lab for POC (if Belgacom telco s to better needed) offer combined position with HP bpost/IBM Partner involved Partner involved ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 37
  • 38. Blocks – Business Consulting Partners Business Unit Mgt Research Lab Sales Customer requests Business Customer Consulting Trend Watching Partners Deal Architecture Business Partners What we do : Deliverables : Mission : - Business cases Provide adequate translation of Investigate technology or technology innovation or operational innovations / - Customer presentations enhancements into benefits for the enhancements + develop - Advice on choosing the right customers. commercial wrap around it partners & platforms Be a commercial advisor on the Customer convincing - Visioning and landscape forecasting latest ICT solutions -Advice & insight in InnovationKeep Business Units up to speed contribution of acquisition targets on technology and possibilities (incl. ICT Audits) 11/07/12 – ICT Technology Innovation – Dirk De Boeck & Tim Groenwals 38
  • 39. Business Consulting - example Business Services involvedAcquisition of a Prepare due ICT audit + Briefing to Handover to company diligence of ICT findings report receiving ICT business and to part to check unit at bpost the receiving ICT contribution to unit bpost’s Innovation Launch our Risk analysis + Develop high requiremen,ts recommendation level transition for data room + plan define weighing factors per item Business involved Business involved 11/07/12 – ICT Technology Innovation – Dirk De Boeck & Tim Groenwals 39
  • 40. Blocks – Customer Interfacing Customer Business Unit Business Unit Sales Sales Customer Customer Interfacing Operations Business Consulting Technical Design Technology partners Enterprise Architecture What we do : Deliverables : Mission : - Better and new interfaces between Innovate bpost’s ICT contribution to Define the external organization of our ICT and the customer the business by remodeling and our ICT building the ICT linking pins into the - Improved processes inside ICT to customer’s business, which he can Business alignment deliver the interfaces clearly recognize, and for which our - Improved SLA levels with better invoices will be justifed. Advise on technology enhancement commercial hit rate for SLA improvement -Unified logistics (simplier systems for barcodes, identifiers, labling, …) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 40
  • 41. Customer Interfacing - example Business EDI + data Go to List the gaps in Priority setting & Handover to collection Competition current roadmap for all projects if PACengine needed Intelligence of capabilities new customer approves for Shop & applicable to interfacing Delivery investigate functionalities competition Capture business List new usages Assist in writing Complete requirements & functionalities PAC business handover to mapped to the case for Architecture commercial innovative requirements development Architecture Architecture Partner involved Business involved involved involved ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 41
  • 42. Example of KPI’s for ICT Innovation1. Develop 60% of POC’s with a positive commercial result (end 2012) and 80% (end 2015)2. Align 2 external oriented SLA’s per annum with the ruling market standard, or deliver a documented motivation for outsourcing3. Develop 2 commercial wraps (text or presentation format) around existing integrate-able ICT solutions4. Contribute to the increase of our external revenue volume by 5% per annum for all non-traditional mail services, as of 2013.5. Obtain recognized visibility of ICT’s innovative contribution with at least 2 BU’s by end 2013. ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 42
  • 43. Declaring success, internal customersatisfaction and measurement• Per Innovation project 5 main criteria to be defined by business• Weight factors 1 to 5• ICT knows upfront what they will be measured on in an Innovation track• Objectivity guaranteed• Making Innovation deliverables measureable• Using one simple document ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 43
  • 44. Candidates for potential tech innovation Unified Customer Unified Unified Track & Communications CentricCloud Services eCommerce Trace (already & Collaboration Interfacing Platform started) (incl. customer Standards interfacing) But based on: Standardized Building Components The best deals on the market all required Re-applied and Innovative Solutions (FEM, ELP, Electronic Driver Licenses, Shop&Deliver, …) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 44
  • 45. Realism We believe Dedicated On the needed: we can condition Business handle 2 1 PM the Consultantinternal and Focus is key resources 1 Comp. can ad hoc 2 external ! are made Analyst also be Innovation (and kept) externalProjects per 1 Lab available annum Researcher ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 45
  • 46. Where in ICT Independent position in ICT Guarantees exact match between Business Projects Requirements and the design ICT Architecture ICT Innovation Infrastructure Creates visibility Governance (Koen Van Gerven) Systems & Composition by ICT Minimal fixed team Services Further flexibly staffed innovation case by case, or technology specific (guarantee needed by other departments of availability) ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 46
  • 47. Backup slides
  • 48. Examples: Cloud What ? Why consider it ? On Demand Computing - Huge cost reduction: - Self service IT -> infrastructure - End to end datacenter is provisioned on demand automation - Pay per use -> detailed metering - Elimination of over- and billing of IT infrastructure capacity to cope with peak - Elasticity -> increase or decrease load IT resources when needed - Optimize processes & allign business with IT What if not done ? Features/added value - Continue lenghtly provisioning - Deliver infrastructure in minutes process (current SLA=6 weeks) - Automation tools can be used to - Continue expansion of self handle almost all labour owned storage, servers intensive tasks - Expand datacenters, ... - Automate decomissioning of - Lot’s of effort in non core hardware business tasks - Provide services to customers, not hardware ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 48
  • 49. Examples: Consumerization of IT What ? Why consider it ? Enable employees to use any - Reduce cost by highly reducing hardware to do their work (both PC related interventions hardware owned by bpost, and - Work anywhere, anytime employee owned hardware). This - Freedom of choice: motivation includes PCs, but also mobile devices boost like smart phones and tablets - Global worldwide trend: bpost image What if not done ? Features/added value - Fully locked, company owned - One synchronized environment: desktop is very expensive main desktop runs in datacenter (packaging, support), ... - Much larger application toolset - Productivity drop (ex: no use of available to customers, instant mobile devices) access to applications and - Archaic image of bpost in near updates future ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 49
  • 50. Examples: UCC What ? Why consider it ? Set of technologies that automates and - Reduces contact latency by optimizing unifies human-human/device communications flows communications and collaboration in a - Increases productivity & business consistent user- interface and experience efficiency across multiple devices and media types - Superior customer service - Cost reduction (travel, roaming, real estate) - Eliminates any device and media dependencies (Work from anywhere, at anytime, anyhow) What if not done ? Features/added value - Mobility keeps limiting work time - Dynamic collaboration workspaces (location dependant work) (internal & external) - Not attractive for high (young) potential - Single number reach - Suboptimal contact success rate - UC integration in business applications - Higher time to market - Web conferencing / Telepresence - Increasing lack of competitiveness & - Skills based contact search customer/worker frustration - Customer remote or web appointments - Archaic image of bpost - Enterprise social networks ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 50
  • 51. Types of technology innovation whenusing alliances Zone 3 Zone 2 Radical Multi-company Innovation Strategic innovation alliance or networks in sector complex consortium product systems Zone 1 Zone 4 Sector Incremental Regional forums, supply clusters, “best Innovation chain learning practice” clubs programs Similar Heterogeneous Source: Adapted from Tidd, Bessant and Pavitt, 2005 ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 51
  • 52. So what does this mean?ICT Innovation must have a business carrier and an operational improvement carrier.Without them, innovation is not an asset.First IMPROVE a winning internal serviceOnly then INVENT a new horizonRemain realistic. We work for business, and we are not an invention agencyQuestion each product. How much ICT is a future product really?Remain realistic: shifting the balls in the quadrant can be very smallTwo major KPI’s matter: •Improved customer satisfaction through better interfacing •Increased win chances for new deals ICT Technology Innovation – Dirk De Boeck & Tim Groenwals – July 2011 52

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