Capgemini Executive ClubBusiness and Technology come together in new ways<br />Andy Mulholland – Global Chief Technology O...
Don’t just ask what the role of the IT department in the Enterprise should be …<br />The key question for 2011<br />Ask wh...
This simple statement covers a lot of new issues!<br /><ul><li>End users autonomy or control – Apple, Web, SaaS</li></ul>S...
‘Innovation!’   What does it really mean ?<br />2<br />3<br />1<br />The three common forms of innovation<br />To create V...
Innovation - 19 Technology enabled ‘NEW’ Business Models<br />Source: Seizing the White Space<br />Harvard Business Press ...
But there is also ‘Innovation’ in people and their attitudes<br />Source: Lancaster & Stillman (2003)<br />
Six Different Roles now decide on how and where to use Technology<br />Smart<br />Business<br />Models<br />Business<br />...
In summary, the use of and value from people has changed…<br />IT has been successful<br />In its goal of automating Proce...
External Conditions have become the ‘real’ issue<br />mixed and <br />weak signals<br />Value Creating<br />Focused and st...
Four major ‘zones’ of business use and technology<br />External<br />Internal<br />Web 2.0 Services<br />Cloud Services<br...
Put together and the real challenges appear …<br />Web 2.0 Services<br />Cloud Services<br />Opportunities<br />Supporting...
With the resulting conflicts in expectations …<br />Enterprise 2.0<br />How do we encourage decision<br />support and expe...
So what are the real changes?The nine key points to grasp<br />
Clouds – the correct and simple explanation!<br />The current final stage in the development of a technology revolution;<b...
01 People, Real-Time Data and Process are the new focus<br />
02 Presentation and usability is radically different<br />Consumerisation of IT<br />Apple iPhone & iPad<br />Microsoft Ph...
03 How it is developed and deployed changes …<br />Amazon, eBay, Yahoo<br />Flicker, YouTube, Facebook, MediaWiki, SocialT...
04 Who and where it is used in the Enterprise is new<br />Business<br />Users &<br />Managers<br />Decentralised<br />Busi...
enabling new revenues & increased market access
constantly changing
open and interactive
paid for from operating budgets with direct cost allocation to demand</li></ul>Personalise<br />An Individual’s capability...
necessary for commercial and legal governance
stable and procedural
closed and secure
an overhead that must be budgeted and recovered annually</li></ul>CIO<br />Comply (ERP, etc.)<br />Traditional Enterprise ...
05 From tight couple computers to loose coupled people! <br />Computer and Applications<br />PUSH structured process data<...
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Presentation, Capgemini Executive Club - Copenhagen

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  • KEY MESSAGE: Externalisation will force change in the company as well, and open source can be a big catalystSuccess is now about openness to change, sharing, and co working …to enhance your product, service or idea…and this external orientation of course is brought back into the organisation by employees. There are litterally hundreds of social networks available for anyone to connect, share and collaborate online. And in a knowledge-centered economy, this brings huge powers into the organisation when used well. Of course we all know Twitter, which really set off in NL since the crash of Turkish Airlines flight 1951 in February this year. Twitter was found to be the fastest way to get the latest info on what was happening in the fields near Schiphol. And there are many others, like LinkedIn, Plaxo, Facebook, Brightkite etcetera.In the past year, over 4000 Capgemini employees for instance joined Yammer, a Twitter-like service that creates a private community for people with the same domain name in their email address. So in short, everyone registering with a Capgemini email address is automatically inserted into the online Capgemini community. And if I want to know quickly what the majority of last week’s discussions were about, I just have to look at the tag cloud provided. And as you can see, open source is actually on the minds of many of my colleagues.And to make matters more complex, all the services you see here run outside of the control of the often internally oriented, cost-focussed IT organisation!
  • Presentation, Capgemini Executive Club - Copenhagen

    1. 1. Capgemini Executive ClubBusiness and Technology come together in new ways<br />Andy Mulholland – Global Chief Technology Officer Capgemini<br />
    2. 2. Don’t just ask what the role of the IT department in the Enterprise should be …<br />The key question for 2011<br />Ask what the role of Technology should be in the Business of the Enterprise<br />
    3. 3. This simple statement covers a lot of new issues!<br /><ul><li>End users autonomy or control – Apple, Web, SaaS</li></ul>Security, risks, and extent of controls = new policies and training<br /><ul><li>Services and Clouds – evolution or revolution</li></ul>A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid<br /><ul><li>Real-time Data and Social Networks</li></ul>A huge benefit to be unlocked, or a further problem around Data<br /><ul><li>What is meant by ‘at work’</li></ul>If it’s not a physical place with fixed provisioned PCs<br /><ul><li>Book to Bill in an online world</li></ul>Back-office processes extending and connecting externally<br /><ul><li>Collaborative Agile Business</li></ul>The decentralised and constantly changing ‘edge of business’<br />
    4. 4. ‘Innovation!’ What does it really mean ?<br />2<br />3<br />1<br />The three common forms of innovation<br />To create VALUE though a new market or productA game-changing move that provides sustained ‘first mover’ advantage<br />To change COST of production and size of available market <br />A break through in any element of the operation of an enterprise<br />For SERVICABILITY to secure existing and new customers <br />Where market or product cannot be innovated, service can be used<br />The barriers to innovation <br />Defocusing and loss of Optimisation <br />The immediate and obvious challenge that<br />any change will bring to an Enterprise<br />Conway’s LawEnterprises cannot change beyond the <br />constraints of their communications<br />BUT Change is inevitable<br />Innovation is about controlling the timing and basis of change to be advantageous to our own business<br />
    5. 5. Innovation - 19 Technology enabled ‘NEW’ Business Models<br />Source: Seizing the White Space<br />Harvard Business Press by Mark W Johnson<br />
    6. 6. But there is also ‘Innovation’ in people and their attitudes<br />Source: Lancaster & Stillman (2003)<br />
    7. 7. Six Different Roles now decide on how and where to use Technology<br />Smart<br />Business<br />Models<br />Business<br />Users &<br />Managers<br />CFO<br />CEO<br />Business <br />Infrastructure <br />BusinessProcessOutsourcing<br />CIO<br />
    8. 8. In summary, the use of and value from people has changed…<br />IT has been successful<br />In its goal of automating Processes !<br />BusinessProcesses<br />7%<br />But what about the rest?<br />Time Spent by Work Type<br />
    9. 9. External Conditions have become the ‘real’ issue<br />mixed and <br />weak signals<br />Value Creating<br />Focused and strong signals<br />Opportunities<br />Operations<br />Sales Support<br />Billing &Collections <br />Business Intelligence<br />Transactions<br />Events<br />Cost Driven<br />External<br />Web & Clouds<br />Internal Enterprise IT<br />Source and copyright by Peter Evans-Greenwood, Unicopty<br />
    10. 10. Four major ‘zones’ of business use and technology<br />External<br />Internal<br />Web 2.0 Services<br />Cloud Services<br />People<br />Web Services<br />Interactional ServicesState-less Loose Coupled <br />Shared ServicesState-less Loose Coupled <br />Computers<br />Applications<br />TransactionalApplications<br />State-full Close Coupled <br />SharedSources<br />Everything asa Service<br />Traditional IT<br />Cloud Computing<br />
    11. 11. Put together and the real challenges appear …<br />Web 2.0 Services<br />Cloud Services<br />Opportunities<br />Supporting<br />People and Expertise<br />International ServicesState-less Loose Coupled <br />Shared ServicesState-less Loose Coupled <br />Value <br />Operations<br />Sales Support<br />Billing &Collections <br />Supporting<br />Computers and Systems<br />TransactionalApplications<br />State-full Close Coupled <br />SharedSources<br />Everything asa Service<br />Business Intelligence<br />Cost<br />Cloud Computing<br />Traditional IT<br />Internal<br />External<br />
    12. 12. With the resulting conflicts in expectations …<br />Enterprise 2.0<br />How do we encourage decision<br />support and expertise sharing?<br />Cloud & Web TechnologiesTo create products and compete in external markets providing differentiation and customisation for revenues and profits<br />Value <br />How do we control ‘Social’ tools<br />and Collaboration?<br />IT TechnologiesAutomation and cost management<br />internally and centrally for<br />efficiency and regulatory<br />support<br />Can we support a wholly <br />different business model?<br />Cost<br />Can we reduce costs by <br />virtualisation and sharing?<br />Internal<br />External<br />
    13. 13. So what are the real changes?The nine key points to grasp<br />
    14. 14. Clouds – the correct and simple explanation!<br />The current final stage in the development of a technology revolution;<br />The Internet – standardisation of connectivity<br />The Web (1.0) – standardisation of content<br />Web 2.0 - standardisation of social interactions<br />Clouds - standardisation of process elements<br />A shift from Client- Server Technology which is; <br /> Close Coupled; State full and Deterministic<br />To Browser-Cloud Technology which is;<br />Loose Coupled; Stateless and Non Deterministic<br />The result?<br /> Its not possible to make an architectural drawing illustrating what <br /> system is connected to what system, how and for what, as a result;<br /> Connectivity and Functionality can only be shown to a specific Cloud<br />
    15. 15. 01 People, Real-Time Data and Process are the new focus<br />
    16. 16. 02 Presentation and usability is radically different<br />Consumerisation of IT<br />Apple iPhone & iPad<br />Microsoft Phone 7<br />
    17. 17. 03 How it is developed and deployed changes …<br />Amazon, eBay, Yahoo<br />Flicker, YouTube, Facebook, MediaWiki, SocialText, PBWiki, TikiWiki<br />AIM, Yahoo, MSN. Gtalk<br />Google. Bing, Yahoo, Craigslist<br />Blogger, WordPress,<br />TypePad<br />Facebook.<br />Twitter<br />Outlook,<br />Hotmail, Yahoo, Gmail<br />Win CE, BB, iPhone<br />WebEx, Goto Meeting, Skype<br />Public<br />SAP Portal, MS BPOS-D, LotusLive<br />MS On-line, Qiuckbase, Custom app<br />Outlook, Yahoo, Hotmail, Gmail<br />MS Office<br />MS Search, Fast <br />Win CE, BB, iPhone<br />WebEx, Goto Meeting<br />Live Comm’r,AIM <br />Partners<br />User Type/Work Type<br />Relationship <br />Management<br />12%<br />Workflow<br />Sharepoint<br />Services<br />MS Office, Adobe, IE<br />Collaboration<br />38%<br />SAP Portal<br /> Blackberry<br />BT Tandberg WebEx <br />LotusDomino – Apps<br />Lotus <br />Sametime<br /> IDOL – Search <br />Lotus Notes – Email<br />Lotus Connections<br />Knowledge<br />Work <br />43%<br />Desktop Apps (SAP, etc.)<br />Static Sites<br />Oracle Content Management<br />Business<br />Process<br />7%<br />Content<br />Sharing<br />Collaboration<br />Conferencing<br />Audio Video<br />on line meetings<br />Task<br />Execution <br />Content Publish<br />Business<br />Networking<br />Mobile<br />Messaging<br />Search<br />Content<br />Creation<br />eForms<br />Workflow<br />Real-time<br />non-persistent <br />non-searchable<br />User Interaction<br />
    18. 18. 04 Who and where it is used in the Enterprise is new<br />Business<br />Users &<br />Managers<br />Decentralised<br />Business Technologies<br /><ul><li>creating go-to-market competitive capabilities
    19. 19. enabling new revenues & increased market access
    20. 20. constantly changing
    21. 21. open and interactive
    22. 22. paid for from operating budgets with direct cost allocation to demand</li></ul>Personalise<br />An Individual’s capability to choose their ‘tools’<br />and how they wish to ‘Interact’ and ‘collaborate’<br />CEO<br />Smart<br />Business<br />Models<br />Differentiate<br />A Manager’s capability to build locally unique ‘differentiating’ capabilities both externally and internally to create revenue<br />Core Competences<br />Common, shared core processes that support each differentiated offer above, and connect to transactional IT applications below<br />CFO<br />Centralised<br />Information Technology<br /><ul><li>reducing internal operating costs of running enterprise
    23. 23. necessary for commercial and legal governance
    24. 24. stable and procedural
    25. 25. closed and secure
    26. 26. an overhead that must be budgeted and recovered annually</li></ul>CIO<br />Comply (ERP, etc.)<br />Traditional Enterprise Applications with organised procedures<br />and data integrity, keeping compliant business results<br />Business<br />Process<br />Outsourcing<br />
    27. 27. 05 From tight couple computers to loose coupled people! <br />Computer and Applications<br />PUSH structured process data<br />People interact and<br />PULL contextual information<br />Clients Desktops Software PCs<br />Services<br />Integration<br />Browsers<br />MashUps<br />Devices<br />Collaboration<br />Network<br />Network<br />Abstraction and policies<br />Information<br />Applications<br />Databases<br />Servers<br />Hardware<br />Storage<br />Middleware<br />Virtualised Operations<br />Hardware<br />Storage<br />System<br />Integration<br />Technology based Integration of the Systems through Enterprise Architecture<br />The user and devices become the focus with management of ‘Services’ the new integration issue<br />
    28. 28. 06 Introduction of the Next Generation Data Centre<br />Shift from deterministic numbers of applications and systems to use of infinite resources and services<br />Next Generation Data Centre<br />Next Generation Data Centre<br />Private Cloud<br />to support growth<br />in Services<br /><ul><li>Entire Data Centre acts as a single Resource not as a collection of individual resources
    29. 29. Servers, storage elements are all plug and play standardised units
    30. 30. No individual Operating Systems interfacing applications to hardware but a ‘cloud’ layer’ set of simple APIs interfacing Services to resources
    31. 31. Policy Management of Resources both own and external shared is key</li></ul>Virtualised for<br />Operational<br />Flexibility<br />Optimised for<br />Operational<br />Optimisation<br />Re-Active to<br />Required<br />Applications<br />Timeline showing Shift from support of Applications to support of Services<br />Use of Cloud Middleware to support shift to ‘services’ on demand<br />Radical shift in requirements towards participation in a common environment with other data centres through hybrid clouds and new generation of users/devices<br />Choice of Application<br />dictates O/S<br />and hardware<br />Consolidation<br />And Rationalisation<br />With new tools <br />Virtualisation to improve efficiency in use of servers <br />
    32. 32. 07 Rich Internet Applications change everything <br />Real-time interaction with and perception of surroundings<br />
    33. 33. 08 It’s added a whole additional functional environment<br />Client – Server <br />Information Technology<br />Web 2.0 and Clouds<br />Business Technology<br /><ul><li>Centralisation for Efficiency
    34. 34. Automation of core Procedures
    35. 35. Cost Reduction
    36. 36. Recharged Overheads
    37. 37. Leverage of Enterprise resources
    38. 38. Data-driven Transactions
    39. 39. Computer and Application centric
    40. 40. Closed and Secure
    41. 41. Justification is COST reduction
    42. 42. External Market Optimisation
    43. 43. Provides local market differentiation
    44. 44. People Driven Interactions
    45. 45. Expertise with Collaboration
    46. 46. Open with Privacy
    47. 47. Extreme flexibility, frequent change
    48. 48. Direct Bus Unit Attributed cost
    49. 49. Services and Standards based
    50. 50. Value creation in sales/margins</li></ul>+<br />
    51. 51. 09 Smart Business in ‘White Space’ innovation is the goal<br />Poor fit to current<br />Organisation<br />Distracting<br />Innovation<br />White Space<br />Innovation<br />Organisational<br />Change<br />Adjacent Business<br />Activities<br />Core Business<br />Activities<br />Good fit to current<br />Organisation<br />Existing Customers<br />With existing products<br />Existing or New Customers<br />Extension to existing products<br />Product Change<br />Source; Seizing the White Space<br />Harvard Business Press by Mark w Johnson<br />
    52. 52. Where to start?Core focus areas!<br />
    53. 53. Constructing a focussed Action Plan<br />Infrastructure<br />Integration<br />Intelligence<br />Innovation<br />Headings are based on the Four Focus points principle of Ray Wang – actions are defined by Capgemini<br />
    54. 54. Roundtables<br />
    55. 55. Topics for roundtablediscussions<br />Is this reality in your company?<br />What are the challenges for you?<br />How will you start the journey?<br />

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