How to orient a customer in the era of digital revolution - telecom Iatlia

1. How to orient a customer in the era of digital revolution Enterprise Hotel, Corso Sempione, 91-93, Milano © International Institute of Business Analysis Ing Mirella Marcocci, PMP ®, CBAP ® Project Business Manager di Telecom Italia Ing Filippo Dall’Olio PMP ®, CBAP ® resp. PMO di Telecom Italia

2. © International Institute of Business Analysis 2 Chi siamo AD DOMESTIC BUSINESS “… responsabilità di proteggere ed accrescere il valore dei clienti delle piccole, medie e grandi aziende private dell’industria, dei servizi e del settore bancario, nonché del settore pubblico e della sanità, massimizzando redditività e quote di mercato. …….. con la finalità di affiancare le piccole, medie e grandi imprese e le istituzioni pubbliche nella trasformazione dei propri processi e di valorizzare le soluzioni TLC e ICT come fattore distintivo di sviluppo per le imprese..” Engineering & Service Management Il presidio Telecom ItaliaIl presidio Telecom ItaliaIl presidio Telecom ItaliaIl presidio Telecom Italia sui Clienti Businesssui Clienti Businesssui Clienti Businesssui Clienti Business Project Management & Governance Project Management Office ““““........ responsabilità di assicurare il coordinamento complessivo dei grandi progetti sviluppati dalla funzione Business....””””

3. Agenda Technology Trends capable of enabling new business models The era of digital industrial economy Where is the Market going? New business value from Big Data People as agents of change © International Institute of Business Analysis 3

4. Agenda © International Institute of Business Analysis 4 Technology Trends capable of enabling new business models The era of digital industrial economy Where is the Market going? New business value from Big Data People as agents of change

5. Gartner Identifies Top Technology Trends in 2014 Mumbai, India, May 9, 2014 © International Institute of Business Analysis 5 Gartner defines a strategic technology as one with the potential for significant impact on the enterprise in the next three years. “This does not necessarily mean adoption and investment in all of the listed technologies is essential, but companies should look to make deliberate decisions about them during the next two years” 1. Business Intelligence (BI) and Analytics 2. Mobility Solutions 3. Cloud Computing 4. Social Media and Computing 5. Machine to Machine (M2M) 6. Hosted Virtual Desktop (HVD) 7. Personal Cloud 8. The Internet of Things (IoT) 9. Collaboration Technologies 10. 3D Printing 4

7. The era of digital industrial economy began © International Institute of Business Analysis 7 Cloud, social collaboration, mobile connectivity and Internet of things are the pillars of the revolution. Every company is a technological company Every budget becomes an ICT budget Change the traditional strategy for the competition: the strategy channel, the sales force and the ecosystem of partners have now different business systems. Change traditional Value Chain Companies, that will implement the new strategy for the first, will be able to conquer the leadership and to remove competitors *» **** PeterPeterPeterPeter SondergaardSondergaardSondergaardSondergaard, senior vice president of GartnerGartnerGartnerGartner and global head of Research

8. Verizon-Harvard Business Review for 57% of Global Companies the IT is the main factor for the growth of their business. Favorites are the "pioneers“: grow twice then "followers" The study of HBR Analytic Services shows how BigBigBigBig 5555 technologytechnologytechnologytechnology (mobile, social, cloud computing, advanced analytics and machine-to-machine communications) are considered to be an engine of growth that creates new business models and changing the way companies interact with their customers. Most important aspect, the value of these new technologies resides not so much in that the same can reach by itself, as in their strength when they are combined within a holistic solution ". "Companies must become more flexible in terms of technological implementation and make innovationinnovationinnovationinnovation part of their culture to realize the real business value," says Angelia Herrin, Research and Special Projects Editor of Harvard Business Review. © International Institute of Business Analysis 8

9. © International Institute of Business Analysis 9 Companies can no longer afford multiple core business Big companies do not go out of fashion in Silicon Valley … and even on Wall Street. Today “big” is synonymous with “slow and distracted by too many disparate business”. The news of the splitting of HPHPHPHP into two separate companies pushed up its shares of 5%. Entities with less bloated size are considered to be more agile and focused. The trend in the market is already obvious: • eBayeBayeBayeBay has recently separated from PayPal • IBMIBMIBMIBM has sold this year “its activities in the low-end servers” • EMCEMCEMCEMC has been for some time under pressure from some hedge funds, because the company sells Vmware • SymantecSymantecSymantecSymantec assesses the spin-off between security and storage • MicrosoftMicrosoftMicrosoftMicrosoft should be separated into different companies, each focused on one area: software, videogames, and research. The trend is the maximum specialization and a leaner organizational structure in terms of human resources.

10. There is no recipe, but……. Focus on differentiation: companies need to be increasingly flexible, creative and innovation-oriented permanently. This creates great opportunities for those companies that are able to use the new technologies to reduce the time to market and create value for themselves, for suppliers and customers The transformation process involves a path with several steps: optimize the current business, reducing costs and improving customer service penetrate new segments/markets, increasing the number of channels and reaching new customers restructure the current value chain, looking for new winning solutions with the involvement of the majority of sales channels and traditional suppliers develop new business models, overcoming the resistance within and the difficulty in establishing true partnerships with customers and suppliers © International Institute of Business Analysis 10

12. Cisco Certified Business Value Practioner & Specialist are mandatory for Gold Partners © International Institute of Business Analysis 12 «DevelopsDevelopsDevelopsDevelops Business ValueBusiness ValueBusiness ValueBusiness Value skillskillskillskill: generate new revenue, influence decisions and produce other customer result» Giugno 2014

13. Why does the MIT ask CBAP certification? © International Institute of Business Analysis 13 Aprile 2014

14. Public Administration…… © International Institute of Business Analysis 14 Valore economico 500Mni€ Valore economico 600Mni€ Valore economico 400Mni€ Valore economico 450Mni€ Settembre 2014

16. Gartner: “ One Company on three at risk Information Crisis " Big data, social networking and mobile data traffic clogging networks and information systems. 33% of the Fortune 100 is not equipped properly and will be involved in crashes between now and 2017 "If you are not organized you will suffer severe consequences" Big data, social networking, mobile interactions: these new trends together with the increasingly rapid growth of structured and unstructured enabled by cloudcloudcloudcloud----basedbasedbasedbased technologiestechnologiestechnologiestechnologies are forcing companies to focus on enterprise information that are most relevant, capable of generating value or potentially risky. According to GartnerGartnerGartnerGartner, however, companies are not yet equipped for effective management of their data and, by 2017, 33% of companies in the FortuneFortuneFortuneFortune 100100100100 will pass through a "information crisis", due to its inability to assess, grooming or entrust to others effectively its information enterprise. "There is a widespread lack of maturity when it comes to grooming information by treating them the same way as a corporate asset," says AndrewAndrewAndrewAndrew WhiteWhiteWhiteWhite, research vice president at GartnerGartnerGartnerGartner. "Many companies will not be able to organize effectively until 2020 or you will not find ready to transform their strategy related to the information and will suffer the consequences." InInInIn thethethethe digitaldigitaldigitaldigital economy,economy,economy,economy, informationinformationinformationinformation isisisis aaaa competitivecompetitivecompetitivecompetitive assetassetassetasset forforforfor excellenceexcellenceexcellenceexcellence capablecapablecapablecapable ofofofof givinggivinggivinggiving advantageadvantageadvantageadvantage totototo thethethethe businessbusinessbusinessbusiness andandandand isisisis thethethethe fundamentalfundamentalfundamentalfundamental glueglueglueglue inininin thethethethe valuevaluevaluevalue chainchainchainchain.... But not all data are equally important, not everyone has the same strategic value, ... .. for the creation of value for the business © International Institute of Business Analysis 16

17. New business value from Big Data and analytic continuum Source: Gartner: “Presentation on Big Data Trends and Opportunities”, March, 2013 What happene d?Descriptive Analytics Diagnostic Analytics Predictive Analytics Prescriptive Analytics Why did it happen? What will happen? How can we make it happen? DIFFICULTY OBSERVATION COMPREHENTION FORECAST VALUE Big Data expands the range of information used in decision making. New business value is created when enterprises can now leverage sources of data that were previously hard to access because of challenges with high data volume, velocity and variety.

18. 18 The potential value of Big Data Fonte: The next frontier of innovation, competition and productivity

20. © International Institute of Business Analysis 20 People as agents of change……. Corporate with dynamic Organizations, based on team formed for the duration of each project; Development Human Resource plans created ad hoc (based on incentives) to attract talent; To the company is asked to be pro-active, that is, to anticipate the behavior and preferences of their customers and the market. So it is important integration with predictive analytics on Big Data You need not only new technologies, but also new business models / new processes, and especially "new" professional roles, with Leadership recognized

21. Project Business Manager Since 2011……Since 2011……Since 2011……Since 2011…… © International Institute of Business Analysis 21 for Project & Business Successfor Project & Business Successfor Project & Business Successfor Project & Business Success

22. Understanding the type of project to manage it in the most appropriate way The role of the Business Project Manager is to reduce the initial chaos of the complex project, with an integrated technical & relational approach © International Institute of Business Analysis 22

23. What do you expect from the Business Project Manager? Evolve the role of PM toward the "Business" of the Customer, since the beginning of the idea to the realization of it, in an "End to End“ logic, with a strong focus on the value that is created © International Institute of Business Analysis 23 Create and reinforce the credibility, feasibility and sustainability of ICT solutions implemented as well as consistency with the specific needs of the customer in terms of technology and business

24. Thanks! © International Institute of Business Analysis ---------------------------------------------------------------------------------------------------------------------------- Telecom Italia Ing. Filippo Dall’Olio, CBAP®, PMP® filippo.dallolio@telecomitalia.it -------------------------------------------------------------------------------------------------------------------------------- Telecom Italia Ing. Mirella Marcocci, CBAP®, PMP® mirella.marcocci@telecomitalia.it

How to orient a customer in the era of digital revolution - telecom Iatlia

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How to orient a customer in the era of digital revolution - telecom Iatlia