CGI:n Microsoft Dynamics -päivä 26.10.2016 Suuntaviivoja vuodelle 2017 - visiot, trendit, innovaatiot Tapio Volanen, toimitusjohtaja, CGI Suomi Oy Pekka Horo, toimitusjohtaja, Microsoft Suomi

1. © CGI Group Inc. CONFIDENTIAL
Tervetuloa Dynamics -päivään!
Tapio Volanen, toimitusjohtaja, CGI Suomi Oy
Pekka Horo, toimitusjohtaja, Microsoft Suomi

2. CGI Global 1000
1000 in-person client interviews conducted to listen to our clients’ perspectives, refine our thinking,
inform our investments, and innovate and evolve our strategy to lead them as their partner and expert
of choice
10 Industries
Business Leaders
44% 56%
IT Leaders
34%
Insurance
11%
8%
Healthcare
Oil & Gas
Transportation
Risk &
Investment
Intensive
51%
Government
7%
6%
4%
4%
Manufacturing
Utilities
Asset
Intensive
23%
28% 72%
VP or higherCIOs
48% 52%
VP or higherC-Suite
Banking
Communications
Retail & Consumer 6%
7%
13%
Consumer
Intensive
26%
16%
20%
10%
5%36%
12%
UK
Nordics
Eastern, Central &
Southern Europe
France
Asia Pacific
US
Canada
Strategic Business Units
1%
20 countries covering CGI’s major regions
Source: CGI Global 1000 (2016)

3. Plans to increase or maintain total IT budgets
were reflected in nearly every industry sector
10%
18%
26%
35%
38%
39%
40%
43%
43%
44%
45%
47%
50%
56%
77%
3%
37%
28%
48%
29%
35%
45%
23%
33%
35%
34%
30%
33%
27%
15%
87%
45%
46%
17%
33%
26%
15%
34%
24%
21%
21%
23%
17%
17%
8%
0 % 10 % 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90 % 100 %
Oil and Gas
Government: Defense and Intelligence
Communications
Transportation
Manufacturing
Banking: Capital Markets
Insurance
Utilities
Government: Central and Federal
Health
Government: Provincial and Municipal
Banking: Retail
Post & Logistics
Retail and Consumer Services
Banking: Commercial and Transaction
Increasing Flat Decreasing
Source: CGI Global 1000 (2016)

4. The gap between business and IT priorities is creating
two IT “organizations”
Urgency to change Urgency to change
…on a transformed, modern
digital
platform
…by building a digital
organization…
Drive growth…
Increasing run cost of legacy
platform
Investments to “Change”
challenged
Revenue under
pressure
Current State
Future State
IT modernizing legacy and Business transforming
to digital (2-speed)
IT’s priorities are to modernize
in order to reduce run costs
and simplify legacy…
…while the business is
demanding agile, IT-driven
transformation to meet customer
needs and competitive threats
Source: CGI Global 1000 (2016)

5. State of the Market
Customer Experience
202
0
By 2020, customer experience
will overtake price and
product as the key brand
differentiator.
Productivity
40% of a worker’s productive time
is lost when switching tasks. This
costs the global economy $450B per
year.
40%
Speed of Business
Organizations embracing digital
transformation generate an
average of 8% more income
each year.
+8%

6. customers
products operations
employees

7. customers
customers

9. employees

11. operations

12. products

14. Dynamics 365
Available November 1st

15. Microsoft
Sales
Customer
Service
Field Service
Project Service
Automation
Operations
Financials
Marketing
+ Adobe

16. Most successful Digital Service ideas could be found
from the center of circles
Megatrends
Technology
enablers
Business
vision and
strategies

17. Digital Spark
In practical and focused Digital Spark idealab we outline those opportunities which digital transformation
makes possible. We shape together new service concepts which create significant positive impact to the
business.
Digital Spark offers:
• an innovative environment for brainstorming and sharing experiences
• ideas and concepts to be evaluated and tested in practice
• end-to-end roadmap from innovation to service
• a model for fast and agile service development in co-operation
Shape Digital Service
Concepts
Design Digital
Service
based on the
selected Concepts
Initiate
Digital
Spark
Test in
Practice
Workshop
check and
select
Workshop
check and
decide

18. Digital Spark
• Customer experience comes first
• Experimental, innovative attitude
• Readiness for fast progress
• Readiness for testing in practice
• Common commitment and transparency
• Aspiration for simplicity
• Digitalised service concepts
• New added value
• Innovative earning logics
• New opportunities to realise the
business targets
• New collaboration and networking
models
• Improved competitive advantage
• Developed digital service vision
• Increased common understanding about
digital services
• Increased experience about interactive
development
In Digital Spark process the client’s industry and business expertices will be combined with CGI’s
digital solutions and services expertice. In co-operation we identify new ideas, design service
concepts and prepare testing in practice..
Essentials to
success
What we think
to find
What we think
to gain