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Team 3:
Swapnil Junjare, Siddharaj Deshmukh,Piyush Srivastava
Archana Vasanthan, Sachin K Ranganathan,Prannoy Pal
PTC (Parametric Technology Corporation )
– Internet of Things
• Executive Summary
• About PTC
PTC Overview
Corporate Strategy
• PTC IT Strategy
Mission, Vision, Objectives, Value
IT Strategy – IOT
• Professional Assessment
• IT Service Design
• Technology Roadmap
• Business Model
• Functional Analysis
• Implementation Strategy
• Measurement and Metrics
• Issues and Challenges
• Recommendation
• Conclusion
• Q&A
Agenda
Swapnil Junjare
Problem Statement: Parametric Technology corporation has recently acquired ThingWorx – IOT platform which makes
the development and delivery of Enterprise IOT solutions easier to the existing customers of PTC. The challenge which
PTC now faces is to fully leverage and integrated its CAD, PLM and SLM software products with IOT platform and gain
competitive advantage by creating an IOT Ecosystem various industry segments.
Strategic Solutions:
• To create a world-class IOT Ecosystem that will transform PTC’s business, we propose the following solutions:
• Enhance and develop existing capabilities of current CAD, PLM and SLM software products to understand the messages
that will be input to these products.
• Develop seamless integration among the IOT platform and CAD, PLM and SLM software products.
• Build a secure IOT ecosystem making it robust and effective combination of digital and physical products.
• Use the tremendous amounts of data fetched through the connected products, decode it through big data analytics and
provide insight and intelligence back to the departments that would benefit from it.
• Proactively monitor the IOT ecosystem and improve the support capabilities to ensure that the CAD, PLM and SLM
products are delivering good value to customers so that the company gets high renewal rates.
Executive Summary
Swapnil Junjare
With been the providers of IOT Ecosystem to the customers (new, existing), PTC eases out the customers to
overcome the challenges such as:
IT and R&D Integration : The engineering and the IT department will look like ONE department. IT deals with the
digital part of the product while engineering deals with the physical part of the product.
Unified Data Organization : By leveraging big data analytics, data collected from the connected products is
information that might be useful to the engineering department, or manufacturing, or service, or sales.
Dev-Ops : A third challenge comes around a capability referred to as DevOps, which is really a contraction of
development and operations. Provide an evergreen type of IOT architecture such that it can be updated after it's
sold.
Customer Success Management: A smart, connected product ends up being sold with a service, IOT platform will
help customers to provide time-bound services internally within the organization as well as to their customers
Key Benefits
Swapnil Junjare
Introduction
PTC - Parametric Technology corporation is a global technology provider of the
leading IoT and AR platform and field-proven solutions transform how companies
create, operate, and service products
Global Presence and Size
● 6,000 Employees in 30 countries
● 1,350+ Service professionals
● 750+ Technology and service partners
● 250,000 Developers in our global ecosystem
Swapnil Junjare
Background and Growth
Company founded in 1985
Through the years
 1988 Pro/Engineer Launched , John Deere becomes first Customer
 1989 PMTC offered to public
 1992 IndustryWeek names Pro/Engineer as Technology of the year, Caterpillar becomes largest
customer
 PTC cracks Fortune 500, CDRS acquired from Evans and Sutherland
 1996 , within just 8 years in market, Daratech names PTC World’s #1 supplier of CAD software
 1997 PTC added to S&P 500
 1998 PTC Windchill launched
 1999 PTC crosses 25k customers
 2000 Nitidus Acquired
Swapnil Junjare
Background and Growth Contd…
Through the years
 2001 PTC windchill projectlink launched
 2002 PTC windchill PDMlink launched for product data management and new
Pro/Engineer Wildfire released which supported Web services as a first
 2003 IndustryWeek again names Pro/Engineer as Technology of the year
 2005 Aptavis Technology Acquired and Arbortext Acquired
 2006 ITEDO Acquired which was a leading 2D and 3D technical illustration solution
 2007 CoCreate , LBS ltd, NC graphics , NetRegulus Acquired
 2008 Synapsis Technology Acquired
 2009 Relax Software corporation Acquired
 2010 Planet Metrics Acquired
 2011 4CS service suite and MKS Software System Lifecycle Management acquired.
Swapnil Junjare
Background and Growth Contd…
Through the years
 2012 Servigistics Acquired
 2013 Enigma and NetIdeas Acquired
 2014 ThingWorx , Axeda and Atego acquired
 2015 Vuforia and ColdLight acquired
 2016 Kepware acquired
These last 4 years have helped shaped PTC today which allow integration of IOT
Swapnil Junjare
Industry
Swapnil Junjare
Swapnil Junjare
Corporate strategy and Outlook
The ThingWorx Technology Platform is the only enterprise-ready platform that enables
innovators to rapidly develop and deploy smart, connected solutions for the Internet of
Things. ThingWorx contains the most complete set of integrated IoT-specific development
tools and capabilities making solution development simple, time-to-market fast and
solutions built on the platform more compelling.
● Connect – connect you .. things" using ThingWorx connectivity or industrial
connectivity from Kepware.
● Analyze – ThingWorx analytics automates complex analytical processes for loT data
such as real-time anomaly detection at the edge, predictive analytics and simulations.
● Create – robust development tools enable the both skilled and novice loT developers
to quickly create solutions.
● Experience – Use augmented reality from Vuforia to create experiences that help
end users better create, service and operate their "things·".
● Share – Collaborate with loT developers around the world through the ThingWorx
DevZone, Marketplace and at our annual loT Conference, LiveWorx.
Swapnil Junjare
Mission:
Technology solutions that transform how products are created and serviced
Vision :
PTC has established five internal divisions to develop and sell its technology
solution strategies for product lifecycle management (PLM), computer-aided design
(CAD), application lifecycle management (ALM),supply chain management (SCM), and
service lifecycle management (SLM). The change, and the new growth market for PTC,
is the “and service” part of this new mission. The service part is basically forming an
ecosystem through implementing IOT and digitizing the transition and connection
between these solution strategies.
Corporate Mission and Vision
Swapnil Junjare
IT Strategy – IOT
(Internet Of Things)
IT Mission and Vision
Mission:
PTC’s major transformation to IOT from being a major software provider in order to support
their customer’s evolution to the next era of product offerings –through
smart, connected products.
Vision:
To become a market leader in providing technology platforms and solutions that transform's
how companies create, operate, and service the “things” in the Internet of things.
Siddharaj Deshmukh
IT - Objectives
• Software Integration – CAD, PLM and SLM with IOT, adding value to
business.
• Data Integration – Cloud (customer demands) and in-house hybrid
cloud.
• Take advantage of IOT platform to develop the software usage data –
improve product efficiency.
• Closed loop digital tread of current software suites and IOT platform
in long term.
• Experience smart, connected, and proactive support through
advanced product visibility and analytics that improve operational
decision making.
Get
Smart
Get
Proactive
Get
Connected
Siddharaj Deshmukh
Value statement
What brings PTC to build an IOT based ecosystem?
• Existing market of CAD, PLM, SLM and manufacturing software.
• Global recognition in various Industry Segments – Industrial, Aerospace, Automotive, Retail & Life
Sciences.
• Huge Ecosystem of Partners.
• Collaboration and Business with global manufacturers.
• World-Class Expertise in software product development catering to various Industry segments.
• Explode the market presence by leveraging IOT platform.
Siddharaj Deshmukh
Defining the IT Strategy - IOT
Bridging the Digital and Physical Worlds
▶ PTC helps their customers in transforming
the way they create, connect, operate and
service smart things and services.
Siddharaj Deshmukh
IOT Architecture
Siddharaj Deshmukh
How IOT adds value to the PTC Product
CREO + IOT (CAD)
Through the IOT Platform dashboard, gives the hardware and software performance metrics about
the functioning of Creo Software Suite.
Design digital sensors as an integral part of CAD model and connect them via IOT platform to a
product, this will help to develop design products by actual fact.
Windchill + IOT (PLM)
By integrating with IOT Windchill can gather and analyze data from sensors embedded in physical
products, thereby gaining visibility on how the product is performing.
Servigistics + IOT (SLM)
IOT powers the Servigistics tool with the data from sensors to ensure services are systematically
planned, delivered and analyzed to continually improve the performance and maximize customer
value.
Siddharaj Deshmukh
Mintzberg’s 5P’s Strategy
Make customers
aware of the new
reforms from IOT
platform.
Showing
customers how
they gain new
insights and
improve software
quality.
PTC has seen
growth in business
and its value by
acquisitions and
then build them.
Windchill been
such acquired
product has vastly
expanded PTC’s
markets, hence
this journey would
continue with IOT.
Implement IOT
Platform on top of
software's for real-
time analysis that
will satisfy
customers
expectation.
Key insights can be
captured by smart
connected
products.
To provide an
integration and data
hub to connect IOT
big data with the
enterprise.
To get PTC on IOT
Platform to promote
growth and increase
efficiency and
profitability across
the organization.
Transform their core
Product offerings by
taking IOT to market
directly into their
products.
Expand business
opportunities.
Acquire
Newcompetencies.
PLOY PATTERN POSITION PERSPECTIVE
PLAN
Siddharaj Deshmukh
IT strategy Alignment with Business
• Identify Business Drivers :
➢ identify the business needs that are driving IT.
• Create IT Vision :
➢ Identify the IT Capability – strategy, process,
infrastructure and organization – required to meet
business priorities.
• Assess Current Alignment :
➢ How does the current IT Capability compare to the
envisioned IT Capability.
• Identify Alignment Gaps:
➢ Comparing the desired IT Capability with the current
IT Capability, to identify the gaps that are causing
misalignment.
• Prioritize IT Initiatives
• Evaluate Implementation Options :
➢ list of initiatives and creates a roadmap for IT.
• Create Migration Plan :
➢ creates a migration plan for the IT roadmap – steps,
deliverables, responsibility, timing etc.
• Adjust IT Strategy :
➢ keep track of the changing business world – both
internal and external.
Siddharaj Deshmukh
IT Strategy Alignment Methods
• Smooth integration between IOT
platform and existing products.
• Understanding Customer Segments
from IOT implementation
perspective.
• Provide Rapid Response
• Shift to appropriate channel
.
• Improve operating efficiency.
• As a market leader in IOT
ecosystem.
• As a continuously progressing IT
org, thereby gain trust.
• Broaden Revenue Mix
• Implement Cross Training among
SLM, PLM and CAD expertise.
• Hire Key Technical Talent.
• Align personal growth
• Increase Employee Productivity.
Customer
(How should we
appear to our
Customers?)
Financial
(How should
we appear to
our
shareholders?)
• Service Excellence.
• Trusted business partner.
• Efficient business support solutions
providers
Learning &
Growth
( How will we
improve our
ability to change
and excel?)
Balanced Scorecard
Business
Processes
(What business
process must we
excel at?)
Siddharaj Deshmukh
Golden thread
24
Siddharaj Deshmukh
Delivers value to the business
→ Gain Real time insights using real time data through sensors and perform analysis.
→ Time Saving and Cost Reduction and improved Customer experience.
→ Robust architecture, sensors for collecting , distributing and analyzing data.
→ Value generation would occur mainly in Manufacturing and Customer Service.
→ Customers and Employees
→ Stakeholders
→ Post Implementation of IOT platform, PTC would start harnessing the results.
→ Benefits of this platform can be leveraged across multiple sections of PTC.
→ Exploring new market segments while expanding their competencies.
→ Analyzing real time data through predictive modeling and analytics to take appropriate actions.
What
Where
Who
When
How
Piyush Srivastava
Five Principles for Delivering Value
Portfolio Value for
Management
Process
Real time tracking
of the data using
smart connected
products and
evaluate the
performance and
modify accordingly
if needed.
Invest in strategic
and infrastructure
for IOT Platform.
Using IOT
platforms ensure
that the value is
realized to the
business
Chunks of Value
Focus on key areas
like real time analysis
of data on dashboard.
Deliver value through
smart products to
manufacturers like
implementing IOT on
software's like CAD,
PLM, SLM and ALM
to make them smart
and connected to get
the real time data of
products
performance and
identify if any
troubling pattern
shows.
More Small
Experiments
Experiment with the
new implementation
of IOT platform for
software's on a
small scale to
minimize the risk.
Experimentation
enables technology
investments to be
made in smaller
chunks
Experimentation
enables IT value to
be realized sooner.
Joint Ownership of
Technology
Initiative
Ensure executive
sponsorship for all
Software's using
IOT platform.
Develop a culture
of joint
responsibility and
mutual trust
between IT and
business.
Holistic Orientation
to Technology
View
Anticipate the
compliance impact
of IOT platform on
customer
experience.
Incorporate IOT
technology
changes into
business changes.
Piyush Srivastava
Business Improvement & Competitive Advantage
• New business model using IOT will help in creating speedy market
performance, hence business will be improved.
• Improves Efficiency and quality of Business by capturing real time data.
• Reducing Operational costs and other data services cost and increases
revenue.
• Global visibility to the business regardless of location by tracking
effectiveness and efficacy.
• Helps business analyst in making better decisions.
On the other hand it can also give competitive advantage as well by :
• Operating at a lower cost than its rivals for superior profitability.
• Operationally effective and continually embracing new best practices.
• Distinctive strategic positioning by doing things differently.
• Delivering unique value to the set of customers it chooses to serve.
• Improvements in predictive maintenance and service productivity.
Piyush Srivastava
IT Business Relationship/Partnership
Competence:
• Expertise –
• the ability to support a technical recommendation and have up-to-date
knowledge.
• Find ways to develop business knowledge in all IT staff.
• Financial awareness –
• the ability to identify the value of IT in terms of ROI and total cost of
ownership.
• Make business value an explicit criteria in all IT decisions.
• Execution –
• the ability to understand the business, develop a vision and
operationalize strategies.
• Ensure effective execution in all IT activities.
Credibility:
• By Acting with integrity, honesty and openness.
• Being responsive (e.g., delivering on time and under budget).
• Assess all business touch points.
• By Paying attention to the “little things”.
Trust
Credibility
Competence
Value
Interpersonal
Interaction
Piyush Srivastava
IT Business Relationship/Partnership (cond.)
Interpersonal Interaction:
• Build and expect Professionalism .
• Promote a wide variety of social interactions at all levels to build
mutual understanding.
• Develop “soft skills” in IT staff.
• Addressing conflict and use it to deliver creative solutions.
Trust and Value:
• Design governance for clarity and transparency, clarity of roles and
responsibilities are key aspects of an effective governance.
• An effective governance addresses the business expectations of its IT
function.
Trust
Credibility
Competence
Value
Interpersonal
Interaction
Piyush Srivastava
Use of Information Management
Piyush Srivastava
Use of Master Data Management
IOT PLATFORM
• Master data management (MDM) is a comprehensive method
of enabling an enterprise to link all of its critical data to one
table, called a master data table, that provides a common point
of reference. When properly done, MDM
streamlines data sharing among personnel and departments.
• MDM is must to ensure company gets actionable insights and
derive maximum value from IOT data.
• With MDM in context for IOT data, they can build a platform that
allows them to predict future machine performance and failures,
resulting in significant savings and increased productivity.
• It helps business and IT work together to ensure the uniformity,
accuracy, stewardship, governance, semantic consistency and
accountability of an enterprise’s official shared master data
assets. Master data is the consistent and uniform set of
identifiers and extended attributes that describe the core
entities of the enterprise.
Piyush Srivastava
Use of Big Data and Social Media
• Big Data can help business succeed in unlocking the
potential by understanding, monitoring and
measuring the mass of data being created.
• Use of Big data on the IOT platform will help in
gathering, analyzing, sharing and transmitting data.
• Social media can help PTC in gaining more business as
it helps in reaching out to even more customers and
people.
• Use of social media can help keep an eye on the
competitors.
• Collecting data via social media provides organic and
unfiltered feedback by listening to what your
customers say on social media, review sites and online
forums.
• PTC will benefit from a multidimensional view of
our business when we add consumer insight from
big data to the traditional types of information we
collect and analyze.
Piyush Srivastava
Improve Customer Experience
Improving digital channels: By making it easy for customers to reach out or find information by having
a proper communication channel accessible to them.
Training programs and better service tools: By providing better training and tools to your employees
which helps them in making appropriate decisions and respond to customers in a timely manner.
Determine Your Customers Expectations :Perform regular follow-ups with all of your customers to
see if your products and services still meet their expectations.
Improving analytical capabilities: to improve customer insights.
Consistency and reliability: By Delivering products and services that constantly perform over time,
and as promised.
Piyush Srivastava
Use of Business Intelligence
Piyush Srivastava
Compliance Impact & Needs
• Integration of exisiting purchased
software product and given IOT
platform needs to be QA’ed by
customer IT. (eg. health Care).
• Communication to the customer needs
to be legally approved on the content
and frequency of sensors and software.
• Data encryption needs to be enabled
between the various points of
integration of sensors, IOT platform
and software.
• Sign-in and interaction modes of
devices with IOT platform and among
the SW products needs to be
monitored.
• With the flow of user and customer
product data, there should be proper
consent and communication with the
customer to make them explaing the
kind of data flowing through the
ecosystem.
Piyush Srivastava
Suppliers & Alliances
• Business System and Analytics
• Communication Service Provider
• Edge Communication & Embedded Devices
• Solution Providers
• System Integrators & value added resellers
Piyush Srivastava
IT Governance – Process & Structure
Focus Responsibilities
IT Governance Board
(CEO/CFO/CIO/
Leadership)
Business Strategy &
IT Investment • IT Principles.
• Review IT investment monitoring and reporting.
• Approve IT-Wide investments and prioritization.
• Aligning and integrating the IT Strategy with business
goals.
• Ensuring that budget & investment plans are realistic.
IT Strategic
Alignment • Ensure IT strategy is aligned with corporate objectives.
• Review IT operational performance.
• Develop, maintain & evolve the corporate IT strategy.
IT Project Metrics
Monitoring &
Reporting
• Review & monitor deployment of key projects.
• Recommend corrective actions to key projects.
• Facilitate cross-BU collaboration & issue resolution.
• Manages project portfolio, maintains all records, and
coordinates committees.
• Resource Management.
Siddharaj Deshmukh
IT Governance - Components
• IT Operation budget
• IT Capital budget
• IT Asset Management
• IT Contract management
• IT Resource allocation and planning
.
Financials
• IT steering committee/priority
process.
• IT Alignment with business
objectives
• IT Strategy & architectural
standards.
Strategic Alignment
• Application Development
• Production Support
• Technical Architecture
• Network design
• Help Desk
• Information security management
• Business continuity and recovery
IT Operations
• Information management policies.
• Standards – ITIL, ISO
• Practices and procedures.
• System documentation management
• Quality Assurance
• Regulatory compliance
.
Control Frameworks
Siddharaj Deshmukh
Risk Management Strategy:
Siddharaj Deshmukh
Communication Plan
Upward Channel
• Communicate to Senior Executives.
• Highlight issues, risks and exceptions.
• Tools Used:
• Exception Reports
• Weekly Status Reports
• Project Charter
• E-mail updates
• Face to Face reviews
• Communication Plan
• Strengthens the buy in from top.
Lateral Channel
• Communicate to clients, vendors,
and functional managers.
• Involves negotiations for
resources, budgets and time
allocations.
• Tools used:
• Communication Plan
• Statement of work
• Contracts
• E-mail
Downward Channel
• Provide direction to project team.
• Highlight tasks pending, scheduled tasks,
dates, and general team briefings.
• Tools used:
• Verbal exchanges.
• Agendas, minutes
• E-mail
• Project Plan and brief
• Requires delegation skills
Siddharaj Deshmukh
Golden Thread
Siddharaj Deshmukh
Professional
Assessment
Super SWOT
IOT
Strengths
• Smart connected system of systems
• Enables real-time data sharing
throughout all phases of product
development and service
• Drives customers to provide quality
products to be pushed into the market
• Strong presence in existing markets
Weaknesses
• Increase in complexity
• Requires customization due to
different types of clients
• Heavy investments needed for change
in organizational structure, technology
and talent
Opportunities
• Combining with Big Data Analytics will
enable connected system in identifying
risks or predict /improving a situation
in any of the 3 software
• Data feedback throughout all phases of
a product
• Focus on Customer Intimacy and
Operational Excellence
SO Strategies
• Continuous improvements in
products/process
• Increase market share by providing all-
in-one product to existing customers in
manufacturing industry
• Increase revenue stream and growth by
expanding into new markets
WO Strategies
• Focus on a easily customizable solution
that can enable customers to create
quality products
• Real-time data feedback through the
ecosystem would meet customer’s
expectation increasing Customer
Satisfaction
• Acquire IOT service provider
Threats
• Data security breach of Digital product
data collected and stored
• Insecure cloud infrastructure
• Lack of transport encryption
• Government regulations vary
geographically may restrict data usage
ST Strategies
• Use extensive market information to
work with regulations of different
geographies
• Form alliances with cybersecurity
companies
WT Strategies
• Understand how stand-alone existing
verticals like Retail PLM will function
to avoid heavy investments in all
verticals
ANSOFF Matrix
MARKET PENETRATION
• Maintain existing customers by
providing promotions
• Get existing customers of one or two
software to buy the rest
• Expand existing market base in Retail
and Consumer industry
• Enhance functionality of existing
products
PRODUCT DEVELOPMENT
• Team up with cybersecurity and cloud
vendors and combine their design
software to provide as SaaS
• Continuous improvements in products
with data feedback will maintain
customer base
DIVERSIFICATION
• Build presence in Asia Pacific region
• Collaborate with established
companies in other industries to gain
new segments
MARKET DEVELOPMENT
• Will need to customize existing
PLM,CAD and SLM to expand to new
markets
• Offering a suite of IOT product is easier
• Focus on aggressive expansion globally
New ProductsExisting Products
ExistingMarketsNewMarkets
Porter’s Five Forces
Competitive
Rivalry
Buyers
Substitute
Products
New
Entrants
Suppliers
Threat: Low
Threat: Low
Threat: Low
Threat: High
Bargaining Power of Suppliers
• Suppliers can create monopoly for
sensors, processors and other
hardware equipment
• High Cost of equipment
• Can move to PTC’s competitors
Bargaining Power of Buyers
• Suite of Products as a service
offered
• Time to market of buyer’s product
is less
• Control of all phases of customer’s
value chain Substitute Products
• Customers are already using
PTC’s products would rather take
all the products from PTC itself
New Entrants
• Requires high investments to break into design
software industry
• Cross functional relations needed for IoT companies
to function well
Threat: Medium
• LOGMEIN,GE are main
competitors in manufacturing
industry
• Can capture existing market
segments by providing highly
specialized products
Strategy AS-IS TO-BE
Business
Strategy
Products and Services
PLM, CAD and SLM
Products and Services
IOT suite of product integrating PLM, CAD and
SLM
Customers/Clients
Industrial products, Retail, Aerospace,
Automotive
Customers/Clients
Clients in manufacturing industries could use
IOT suite
Organization Structure
Vertical interaction between the three units
Organization Structure
Focus on horizontal interaction between the
three units
Regulatory
Customer product design and service data is
only stored
Regulatory
Customer product design and service data will
flow through the ecosystem
Change in Business Requirements
Add more sophisticated features to current
software products following the traditional
approach
Change in Business Requirements
Value creation occurs as platform shifts from
closed to open promoting interaction among all
verticals
AS-IS / TO-BE Analysis
AS-IS / TO-BE Analysis
Strategy AS-IS TO-BE
IT
Strategy
Key Applications
Supporting design, development and servicing of core
products
Key Applications
Support in integrating the core products onto IOT platform
Infrastructure
WindChill (PLM) and Creo(CAD) department’s IT
division is integrated as these software were
connected
Infrastructure
Connect sensors and SLM with PLM and CAD to new IOT
platform to ensure data sharing to enhance value
Security
Low connectivity among products meant low security
threats
Security
Increased concern with collection, storage and sharing of
data and usage of hybrid cloud infrastructure. Effective
cybersecurity measures needs to be in place.
Data Analytics
Was done on a small scale separately for the 3
products or to support business/finance requirements
Data Analytics
Integrating analytics functionality with IOT increased value
of the data collected and can be used to enhance quality of
customer’s product designs.
Structure
IT and R&D were functioning as two separate
departments
Structure
IT and R&D would be functioning as one unit to provide a
successful IOT ecosystem
Market Demand and Analysis
Market Demand and Analysis
Target Markets
• Industrial Products
• Aerospace and Defense
• Automotive
These are a subset of the current market segments of PTC which are
using one or more of PLM, SLM and CAD. Therefore, Suite of products
developed could initially be targeted to these.
BCG Matrix
STAR
PTC
QUESTION MARK
CASH COW DOG
High
High
Low
Anticipate
d Market
Growth
Market Share Low
PTC could be seen as
STAR as they already
have a good existing
market share. They can
leverage this to be a
market leader in
providing smart
connected suite of
products
IT SERVICE DESIGN
Sachin K Ranganathan
Design Stages
 Enhancement of existing products - Enhance PLM,SLM and CAD products
to create a connected software
 Sensor and iot communication - Establish communication between the
sensors and IOT platform for data collection
 Testing of individual products
 Integration of iot platform
 Testing of new platform
Sensor->IOT->PLM/SLM/CAD
Sachin K Ranganathan
Service processes
 IBM cast iron is being used for integration of various softwares
among themselves and the IOT platform
 Testing of the products regularly as per the industry segments of the
clients
 Pilot internal testing of the entire IOT ecosystem before final
delivery
 Maintenance and scrutinization on regular basis
Sachin K Ranganathan
Service Visualization through Blueprinting
Equipment
Solutions
Governances
Receive
Devices
CADSensors PLM SLM Mobile devices
Design
modifications
Maintain
reports
Fix reports
Variable
notification
Problem
notification
IOT
platform
Information
security mgmt
ITIL & ISO
Standards
Quality
Assurance
CAD
dashboard
PLM
dashboard
SLM
dashboard
Sachin K Ranganathan
Technology Roadmap
Sachin K Ranganathan
IOT Roadmap Consulting
STEP 1
Execute
STEP 3
Design & Development
STEP 2
● Architecture Blueprint
● Prototyping
● User Experience
● Product design
● Requirement elaboration
● Quality Assurance
● Customization
● Solution upgrades
Sachin K Ranganathan
PTC
Sachin K Ranganathan
BUSINESS MODEL
Sachin K Ranganathan
Business Model
Trojans
McKinsey
Tata Technologies
Softech
Employees
Management
Stakeholders
Suppliers
Buyers
Innovation &
Empowerment
Excellence
Team work
Integrity and
professionalism
Customer Success
Social
responsibility
through shared
value
Financial
investment
Employees
Technology
IT infrastructure
Sensor and IOT
communication
Integration of
PLM, SLM and CAD
with IOT
Client satisfaction
Personal
assistance
Lower churn
Customer
feedback
Website, mobile
applications,
chatbots
Employees
Stockholders
Business
Customers
Various
Manufacturers
Sensor and equipment cost, salaries,
hardware/software expenses, cost of IOT setup
Software solutions, Advisory services, Clients on IOT
Sachin K Ranganathan
Business Model Alignment
Develop expertise in:
 Research and development
 Big data storage
 Operations
 Infrastructure management
Be a differentiator:
 IOT as a service
 Insightful analytics
 Efficient integration of all products with the IOT platform
Sachin K Ranganathan
FUNCTIONAL STRATEGIES
Sachin K Ranganathan
Marketing Strategy
PRODUCT
Service products, core products, Technology, Design
PRICE
Cost based, Operations based, Payment period
PLACE
Locations, Ease of access to resources
PROMOTION
Internal marketing, Advertising, Commercials,
public relations
PEOPLE
Employees, Relationships, Social interaction
PROCESS
Standardization, Operational, Service delivery
PHYSICAL ENVIRONMENT
Facilities, well equipped external/internal
environment
PRODUCTIVITY & QUALITY
Cost management, great deals on solutions
Sachin K Ranganathan
Value Proposition
With the use of IOT as an platform, it will be possible to innovate and deliver the best possible
products. Moreover it will enable the company to improve the manufacturing process and
provide great service experiences.
COMPANY
Innovative products
Improved manufacturing
Rapid application development
CUSTOMERS
Product customization
Usage and performance benchmarking
Remote operation
Customer self service
Sachin K Ranganathan
Customer Satisfaction & Loyalty
CUSTOMER SATISFACTION
● Gain trust from customers
● Focus on customer experience
● Create reliable reputation in the
market
● Prompt delivery of products in
accordance with customer needs
CUSTOMER LOYALTY
● Follow up on customer
complaints
● Improve product quality
according to the customer
reviews
● Provide a dedicated support
team
● Personalised products according
to every market segment
Sachin K Ranganathan
Financial Revenue Projections
Customer increase $6M $12M $20M
[Existing and New
Markets]
Upselling/ Cross $5.9M $13.4M $20.8
Selling
New Product $4M $6M $8M
Offerings
Revenue 2016 2017 2018
Total (Per Year) $15.9M $31.4M $48.8M
Prannoy pal
Financial - Expense Forecast
Capital Expenditure
Sensors/Integration Tools $1.5M
Cloud Platform $2M
Network Routers/Hubs Costs $200K
Hybrid Database $1M
Operational Expenditure
Utilities $150K/Year
Hardware Maintenance $300K/Year
Salaries and Expense $1M/Year
Depreciation/Amortization $3M/Year
Prannoy pal
IT Budget
Functional Budget
Number of Hires/Personnel ~70
Transactional Cost ~$2M/YEAR
Operational Expense ~$4.5M/YEAR
Prannoy pal
IT Budget
Capital Budget
Estimated Total Product Cost ~3.5M
User Licenses Cost ~200K
Prannoy pal
Delivery Operations
Customer Service Strategy
 Product Customization : Empower customers to remotely add or remove
features, integrate with other applications, or change operating parameters
to enhance their experience and product performance.
 Usage and Performance Benchmarking : Enable customers to monitor and
analyze the usage and condition of their products or benchmark with
anonymized peers to uncover opportunities for improvement and improve
utilization rates.
 Remote Operation : Enable customers to remotely control and optimize
their products and assets to reduce operational costs, mitigate safety risks,
improve business processes, and increase employee and customer
satisfaction.
Prannoy pal
Delivery Operations
Distributing services through physical and e-
channels
 Customer Self-Service – Enable customers to quickly diagnose and resolve
issues themselves via augmented reality experiences or connected applications
to maximize product availability and uptime and improve customer
satisfaction.
 Providing Customers with a Blueprint - Providing solutions to the
customers by giving them a blueprint of how new world of predictive and
proactive service will enable them to deepen customer engagement.
 Partnering with Software Providers - Partnering with software, hardware,
GRANITE application vendors to provide exceptional solutions to the
customers.
Prannoy pal
Human Resources
Increase Hiring - In House
• Data Scientists
• Real Time Technology Experts
• Cloud Platform Lead Specialist
Focus on hiring and retaining IT talent within
PTC
• Provide competitive salary and benefits
• Empower employees
• Encourage innovation
Increase in Company Training
• Provide training for current IT staff
and the new hires on the Cloud
Platform and new Technology
Prannoy pal
Implementation Strategy
Prannoy pal
Implementation Strategy
Phases
Discover Prepare Explore Realize Deploy Run
Discover and
gain general
knowledge
Gaining
fundamental
knowledge
about cloud
platform and
Integration
Tools.
Gain
detailed
knowledge
about
physical
components
of Cloud
platform and
Integration
Tools
Implement
IoT like
Migrate,
Integrate and
Extend
Onboard,
Deploy
and Go
Live
Operate,
Monitor
and
Support
Continuous Cycle
Prannoy pal
Implementation Strategy - Roll-Out Plan
○ 7 months
○ Building the Product
■ Deploy the Platform and Tools
■ Install Routers and Hubs
■ Implementation of Hybrid Database
■ Integration of all the components
○ 4 months
○ Delivery and Maintenance
■ Heavy testing and deployment of all
components
■ Maintenance of sensors, Tools, Cloud
Platform and Database
○ 4 months
○ Define the requirements
■ Defined strategy and implementation plan
■ Building and Integrating the Platform
■ Heavy Testing
Prannoy pal
Implementation Strategy
Development
Measurement and Metrics
Prannoy pal
Measurement and Metrics - Traditional
Measures
Cost Benefits
 Reduced Warranty Claims
 Reduced Support Call time and Number
 Reduced Product Failures
 Enabled Self Service Support
 Increased Employee productivity with greater information sharing
Revenue Benefits
• Increase Market Share with superior design
• Enabling upsell and cross selling opportunities
• Charging Price Premium
• Expand market with pay-per-usage offering
• New revenue streams from expanded portfolios and industry offerings
Prannoy pal
Measurement and Metrics - Customer
Profitability
 Usage Based Billing - Pay-per-usage billing will help customers to avoid spending
unnecessary amount of money.
 Warranty Management - Reduction in warranty claims and warranty service costs will be
proved profitable for the customers.
 Customer Service - More effective troubleshooting and customer case handling (CRM
efficiency)
Prannoy pal
Measurement and Metrics - Customer
Satisfaction
 Diagnose Problems Remotely - Using Remote Access and Service Application to directly
access the diagnostic parameters and capturing data during failure time and diagnose
problems without user intervention.
 Utilize Service Resources Effectively - Since monitoring, diagnosis and repair can be
performed remotely, so experts can be anywhere in the world with accessibility to
standard web browser and collaborate with device operators.
 Reduce software installation, distribution and upgrade costs - With remote software
management capabilities, it reduces costly call center calls from customers who are using
obsolete softwares.
Prannoy pal
Measurements and Metrics
Project Specific Metrics:
• Project Timeline : Metrics that address how the actual timelines of
the project are aligned with the planned. Eg : Schedule
Performance Index
• Project Cost : Metrics that address how the actual cost vs the
planned budget of the project.Eg: Cost Performance Index
• Project Quality : Metrics that address how many defects/bugs
have been identified and whether it is within the standards
IOT Metrics:
• Operation of suite of product
• Speed
• Security of data transmission
Archana
Link IT metrics to business
Project Metrics
These metrics help us to track a
project’s performance and
understanding how it delivers benefit
for an organization
Functional Metrics
These metrics help us to measure the
working of IT division.
Enterprise Metrics
(Traditional, Customer)
These metrics measure the impact of IT
division on the performance of the
organization
Archana
Issues & Challenges
Swapnil Junjare
Issues / Challenges
Government
 Future state of government regulations:
 What type of data protection will be required to allow integration with other platforms as well.
 How long can data be stored without interference of other technologies while implementing IOT.
 Who can you share data with so that the data does not lead a trail into secrets of current system.
Social Environment
 Privacy has to be maintained in ways such that the data from different technologies doesn’t spill over
causing unwanted information or data leakage.
Technology Environment
 The entire technology has to be implemented from scratch for integration of IOT which will take a
long time
 There can be no data leakage of any sort or the entire ecosystem can be compromised
Swapnil Junjare
Issues / Challenges
Macroeconomic Environment
 With an estimated 26 billion units online by 2020, Gartner has outlined the need for
organizations to prepare now for data challenges, including plans for availability, privacy,
storage management, effective data mining, and hardware.
Smart Machinery is needed but the infrastructure is underdeveloped as of now to make full
use of all available resources for IOT. This is a problem in geographically remote areas which
are not easily accessible and also don’t have access to all technologies provided by the
ecosystem itself.
Complementors
 Problem with making an ecosystem is getting outside it
Swapnil Junjare
Additional Issues/Challenges
 Security
 Funding the initial investment
 Determining the highest priority use cases
 Developing the business model
 Proving ROI
Swapnil Junjare
Conclusion/Recommendations
Swapnil Junjare
Recommendation
1. With the integration of CAD, PLM
and SLM include other industry
segment products for integration
with IOT.
2. Expand CAD, PLM and SLM use
cases to include external data
sources through IOT platform.
3. Develop flexibility among the
software products with the
opportunity for expansion.
4. Identify other business models
and markets for IOT expansion.
5. Identify right stakeholders
Swapnil Junjare
Conclusion - Golden Thread
89
Business Strategy
• Establish as IOT
platform provider
• Expand existing
capabilities of PLM,
SLM and CAD
• Grow revenue
• Customer
Satisfaction
IT Strategy
• Integrate CAD, PLM
and SLM with IOT.
• Build the platform
to enable new use
cases.
• Create a secure and
ease-of-use software
ecosystem
Alignment
True Partnership
The project will
ensure strong
relationship
between business
and IT based on the
techno-functional
development of the
organization as a
whole.
Drives
Improved Business Performance
Enables business to focus on
establishing the organization as IOT
Ecosystem provider.
Competitive Advantage
Providing end to end solutions in
the development and operational
areas to customers leads to
customer satisfaction, imaging
PTC a IOT market leader.
Porter’s 5 Forces:
Competitive Rivalry (Medium) , Buyers ( Low),
New entrants ( Low), Suppliers (High)
What's transformative about the IoT isn't the internet itself, but the changing nature of "things" – the products that are engineered ,
manufactured, operated and serviced. It is the expanded capabilities of these smart, connected products and the data they generate
that are ushering in a new era of competition.
Our proposed IT Strategy, indicates that by integrating the existing products (CAD, PLM and SLM) with IOT platform, PTC will gain
market leadership as IOT Ecosystem provider. With the alignment of IT and Business Strategy, PTC will expand its market share,
gain competitive advantage, serve existing markets at its best and thereby ensure revenue growth by its IOT Ecosystem.
References
https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition
https://hbr.org/2015/10/how-smart-connected-products-are-transforming-companies
https://www.thingworx.com/ecosystem/partners/directory/category/system-integrators-vars/
http://www.ptc.com/about
http://www.ptc.com/internet-of-things
https://www.forbes.com/sites/louiscolumbus/2016/11/27/roundup-of-internet-of-things-forecasts-and-market-
estimates-2016/#599f14a2292d
http://blog.cnccookbook.com/2016/01/27/cnccookbook-2016-cad-survey-results-part-1-market-share/
Thank You!! Any Questions???

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Ptc internet of_things_mis760_team3

  • 1. Team 3: Swapnil Junjare, Siddharaj Deshmukh,Piyush Srivastava Archana Vasanthan, Sachin K Ranganathan,Prannoy Pal PTC (Parametric Technology Corporation ) – Internet of Things
  • 2. • Executive Summary • About PTC PTC Overview Corporate Strategy • PTC IT Strategy Mission, Vision, Objectives, Value IT Strategy – IOT • Professional Assessment • IT Service Design • Technology Roadmap • Business Model • Functional Analysis • Implementation Strategy • Measurement and Metrics • Issues and Challenges • Recommendation • Conclusion • Q&A Agenda Swapnil Junjare
  • 3. Problem Statement: Parametric Technology corporation has recently acquired ThingWorx – IOT platform which makes the development and delivery of Enterprise IOT solutions easier to the existing customers of PTC. The challenge which PTC now faces is to fully leverage and integrated its CAD, PLM and SLM software products with IOT platform and gain competitive advantage by creating an IOT Ecosystem various industry segments. Strategic Solutions: • To create a world-class IOT Ecosystem that will transform PTC’s business, we propose the following solutions: • Enhance and develop existing capabilities of current CAD, PLM and SLM software products to understand the messages that will be input to these products. • Develop seamless integration among the IOT platform and CAD, PLM and SLM software products. • Build a secure IOT ecosystem making it robust and effective combination of digital and physical products. • Use the tremendous amounts of data fetched through the connected products, decode it through big data analytics and provide insight and intelligence back to the departments that would benefit from it. • Proactively monitor the IOT ecosystem and improve the support capabilities to ensure that the CAD, PLM and SLM products are delivering good value to customers so that the company gets high renewal rates. Executive Summary Swapnil Junjare
  • 4. With been the providers of IOT Ecosystem to the customers (new, existing), PTC eases out the customers to overcome the challenges such as: IT and R&D Integration : The engineering and the IT department will look like ONE department. IT deals with the digital part of the product while engineering deals with the physical part of the product. Unified Data Organization : By leveraging big data analytics, data collected from the connected products is information that might be useful to the engineering department, or manufacturing, or service, or sales. Dev-Ops : A third challenge comes around a capability referred to as DevOps, which is really a contraction of development and operations. Provide an evergreen type of IOT architecture such that it can be updated after it's sold. Customer Success Management: A smart, connected product ends up being sold with a service, IOT platform will help customers to provide time-bound services internally within the organization as well as to their customers Key Benefits Swapnil Junjare
  • 5. Introduction PTC - Parametric Technology corporation is a global technology provider of the leading IoT and AR platform and field-proven solutions transform how companies create, operate, and service products Global Presence and Size ● 6,000 Employees in 30 countries ● 1,350+ Service professionals ● 750+ Technology and service partners ● 250,000 Developers in our global ecosystem Swapnil Junjare
  • 6. Background and Growth Company founded in 1985 Through the years  1988 Pro/Engineer Launched , John Deere becomes first Customer  1989 PMTC offered to public  1992 IndustryWeek names Pro/Engineer as Technology of the year, Caterpillar becomes largest customer  PTC cracks Fortune 500, CDRS acquired from Evans and Sutherland  1996 , within just 8 years in market, Daratech names PTC World’s #1 supplier of CAD software  1997 PTC added to S&P 500  1998 PTC Windchill launched  1999 PTC crosses 25k customers  2000 Nitidus Acquired Swapnil Junjare
  • 7. Background and Growth Contd… Through the years  2001 PTC windchill projectlink launched  2002 PTC windchill PDMlink launched for product data management and new Pro/Engineer Wildfire released which supported Web services as a first  2003 IndustryWeek again names Pro/Engineer as Technology of the year  2005 Aptavis Technology Acquired and Arbortext Acquired  2006 ITEDO Acquired which was a leading 2D and 3D technical illustration solution  2007 CoCreate , LBS ltd, NC graphics , NetRegulus Acquired  2008 Synapsis Technology Acquired  2009 Relax Software corporation Acquired  2010 Planet Metrics Acquired  2011 4CS service suite and MKS Software System Lifecycle Management acquired. Swapnil Junjare
  • 8. Background and Growth Contd… Through the years  2012 Servigistics Acquired  2013 Enigma and NetIdeas Acquired  2014 ThingWorx , Axeda and Atego acquired  2015 Vuforia and ColdLight acquired  2016 Kepware acquired These last 4 years have helped shaped PTC today which allow integration of IOT Swapnil Junjare
  • 11.
  • 12. Corporate strategy and Outlook The ThingWorx Technology Platform is the only enterprise-ready platform that enables innovators to rapidly develop and deploy smart, connected solutions for the Internet of Things. ThingWorx contains the most complete set of integrated IoT-specific development tools and capabilities making solution development simple, time-to-market fast and solutions built on the platform more compelling. ● Connect – connect you .. things" using ThingWorx connectivity or industrial connectivity from Kepware. ● Analyze – ThingWorx analytics automates complex analytical processes for loT data such as real-time anomaly detection at the edge, predictive analytics and simulations. ● Create – robust development tools enable the both skilled and novice loT developers to quickly create solutions. ● Experience – Use augmented reality from Vuforia to create experiences that help end users better create, service and operate their "things·". ● Share – Collaborate with loT developers around the world through the ThingWorx DevZone, Marketplace and at our annual loT Conference, LiveWorx. Swapnil Junjare
  • 13. Mission: Technology solutions that transform how products are created and serviced Vision : PTC has established five internal divisions to develop and sell its technology solution strategies for product lifecycle management (PLM), computer-aided design (CAD), application lifecycle management (ALM),supply chain management (SCM), and service lifecycle management (SLM). The change, and the new growth market for PTC, is the “and service” part of this new mission. The service part is basically forming an ecosystem through implementing IOT and digitizing the transition and connection between these solution strategies. Corporate Mission and Vision Swapnil Junjare
  • 14. IT Strategy – IOT (Internet Of Things)
  • 15. IT Mission and Vision Mission: PTC’s major transformation to IOT from being a major software provider in order to support their customer’s evolution to the next era of product offerings –through smart, connected products. Vision: To become a market leader in providing technology platforms and solutions that transform's how companies create, operate, and service the “things” in the Internet of things. Siddharaj Deshmukh
  • 16. IT - Objectives • Software Integration – CAD, PLM and SLM with IOT, adding value to business. • Data Integration – Cloud (customer demands) and in-house hybrid cloud. • Take advantage of IOT platform to develop the software usage data – improve product efficiency. • Closed loop digital tread of current software suites and IOT platform in long term. • Experience smart, connected, and proactive support through advanced product visibility and analytics that improve operational decision making. Get Smart Get Proactive Get Connected Siddharaj Deshmukh
  • 17. Value statement What brings PTC to build an IOT based ecosystem? • Existing market of CAD, PLM, SLM and manufacturing software. • Global recognition in various Industry Segments – Industrial, Aerospace, Automotive, Retail & Life Sciences. • Huge Ecosystem of Partners. • Collaboration and Business with global manufacturers. • World-Class Expertise in software product development catering to various Industry segments. • Explode the market presence by leveraging IOT platform. Siddharaj Deshmukh
  • 18. Defining the IT Strategy - IOT Bridging the Digital and Physical Worlds ▶ PTC helps their customers in transforming the way they create, connect, operate and service smart things and services. Siddharaj Deshmukh
  • 20. How IOT adds value to the PTC Product CREO + IOT (CAD) Through the IOT Platform dashboard, gives the hardware and software performance metrics about the functioning of Creo Software Suite. Design digital sensors as an integral part of CAD model and connect them via IOT platform to a product, this will help to develop design products by actual fact. Windchill + IOT (PLM) By integrating with IOT Windchill can gather and analyze data from sensors embedded in physical products, thereby gaining visibility on how the product is performing. Servigistics + IOT (SLM) IOT powers the Servigistics tool with the data from sensors to ensure services are systematically planned, delivered and analyzed to continually improve the performance and maximize customer value. Siddharaj Deshmukh
  • 21. Mintzberg’s 5P’s Strategy Make customers aware of the new reforms from IOT platform. Showing customers how they gain new insights and improve software quality. PTC has seen growth in business and its value by acquisitions and then build them. Windchill been such acquired product has vastly expanded PTC’s markets, hence this journey would continue with IOT. Implement IOT Platform on top of software's for real- time analysis that will satisfy customers expectation. Key insights can be captured by smart connected products. To provide an integration and data hub to connect IOT big data with the enterprise. To get PTC on IOT Platform to promote growth and increase efficiency and profitability across the organization. Transform their core Product offerings by taking IOT to market directly into their products. Expand business opportunities. Acquire Newcompetencies. PLOY PATTERN POSITION PERSPECTIVE PLAN Siddharaj Deshmukh
  • 22. IT strategy Alignment with Business • Identify Business Drivers : ➢ identify the business needs that are driving IT. • Create IT Vision : ➢ Identify the IT Capability – strategy, process, infrastructure and organization – required to meet business priorities. • Assess Current Alignment : ➢ How does the current IT Capability compare to the envisioned IT Capability. • Identify Alignment Gaps: ➢ Comparing the desired IT Capability with the current IT Capability, to identify the gaps that are causing misalignment. • Prioritize IT Initiatives • Evaluate Implementation Options : ➢ list of initiatives and creates a roadmap for IT. • Create Migration Plan : ➢ creates a migration plan for the IT roadmap – steps, deliverables, responsibility, timing etc. • Adjust IT Strategy : ➢ keep track of the changing business world – both internal and external. Siddharaj Deshmukh
  • 23. IT Strategy Alignment Methods • Smooth integration between IOT platform and existing products. • Understanding Customer Segments from IOT implementation perspective. • Provide Rapid Response • Shift to appropriate channel . • Improve operating efficiency. • As a market leader in IOT ecosystem. • As a continuously progressing IT org, thereby gain trust. • Broaden Revenue Mix • Implement Cross Training among SLM, PLM and CAD expertise. • Hire Key Technical Talent. • Align personal growth • Increase Employee Productivity. Customer (How should we appear to our Customers?) Financial (How should we appear to our shareholders?) • Service Excellence. • Trusted business partner. • Efficient business support solutions providers Learning & Growth ( How will we improve our ability to change and excel?) Balanced Scorecard Business Processes (What business process must we excel at?) Siddharaj Deshmukh
  • 25. Delivers value to the business → Gain Real time insights using real time data through sensors and perform analysis. → Time Saving and Cost Reduction and improved Customer experience. → Robust architecture, sensors for collecting , distributing and analyzing data. → Value generation would occur mainly in Manufacturing and Customer Service. → Customers and Employees → Stakeholders → Post Implementation of IOT platform, PTC would start harnessing the results. → Benefits of this platform can be leveraged across multiple sections of PTC. → Exploring new market segments while expanding their competencies. → Analyzing real time data through predictive modeling and analytics to take appropriate actions. What Where Who When How Piyush Srivastava
  • 26. Five Principles for Delivering Value Portfolio Value for Management Process Real time tracking of the data using smart connected products and evaluate the performance and modify accordingly if needed. Invest in strategic and infrastructure for IOT Platform. Using IOT platforms ensure that the value is realized to the business Chunks of Value Focus on key areas like real time analysis of data on dashboard. Deliver value through smart products to manufacturers like implementing IOT on software's like CAD, PLM, SLM and ALM to make them smart and connected to get the real time data of products performance and identify if any troubling pattern shows. More Small Experiments Experiment with the new implementation of IOT platform for software's on a small scale to minimize the risk. Experimentation enables technology investments to be made in smaller chunks Experimentation enables IT value to be realized sooner. Joint Ownership of Technology Initiative Ensure executive sponsorship for all Software's using IOT platform. Develop a culture of joint responsibility and mutual trust between IT and business. Holistic Orientation to Technology View Anticipate the compliance impact of IOT platform on customer experience. Incorporate IOT technology changes into business changes. Piyush Srivastava
  • 27. Business Improvement & Competitive Advantage • New business model using IOT will help in creating speedy market performance, hence business will be improved. • Improves Efficiency and quality of Business by capturing real time data. • Reducing Operational costs and other data services cost and increases revenue. • Global visibility to the business regardless of location by tracking effectiveness and efficacy. • Helps business analyst in making better decisions. On the other hand it can also give competitive advantage as well by : • Operating at a lower cost than its rivals for superior profitability. • Operationally effective and continually embracing new best practices. • Distinctive strategic positioning by doing things differently. • Delivering unique value to the set of customers it chooses to serve. • Improvements in predictive maintenance and service productivity. Piyush Srivastava
  • 28. IT Business Relationship/Partnership Competence: • Expertise – • the ability to support a technical recommendation and have up-to-date knowledge. • Find ways to develop business knowledge in all IT staff. • Financial awareness – • the ability to identify the value of IT in terms of ROI and total cost of ownership. • Make business value an explicit criteria in all IT decisions. • Execution – • the ability to understand the business, develop a vision and operationalize strategies. • Ensure effective execution in all IT activities. Credibility: • By Acting with integrity, honesty and openness. • Being responsive (e.g., delivering on time and under budget). • Assess all business touch points. • By Paying attention to the “little things”. Trust Credibility Competence Value Interpersonal Interaction Piyush Srivastava
  • 29. IT Business Relationship/Partnership (cond.) Interpersonal Interaction: • Build and expect Professionalism . • Promote a wide variety of social interactions at all levels to build mutual understanding. • Develop “soft skills” in IT staff. • Addressing conflict and use it to deliver creative solutions. Trust and Value: • Design governance for clarity and transparency, clarity of roles and responsibilities are key aspects of an effective governance. • An effective governance addresses the business expectations of its IT function. Trust Credibility Competence Value Interpersonal Interaction Piyush Srivastava
  • 30. Use of Information Management Piyush Srivastava
  • 31. Use of Master Data Management IOT PLATFORM • Master data management (MDM) is a comprehensive method of enabling an enterprise to link all of its critical data to one table, called a master data table, that provides a common point of reference. When properly done, MDM streamlines data sharing among personnel and departments. • MDM is must to ensure company gets actionable insights and derive maximum value from IOT data. • With MDM in context for IOT data, they can build a platform that allows them to predict future machine performance and failures, resulting in significant savings and increased productivity. • It helps business and IT work together to ensure the uniformity, accuracy, stewardship, governance, semantic consistency and accountability of an enterprise’s official shared master data assets. Master data is the consistent and uniform set of identifiers and extended attributes that describe the core entities of the enterprise. Piyush Srivastava
  • 32. Use of Big Data and Social Media • Big Data can help business succeed in unlocking the potential by understanding, monitoring and measuring the mass of data being created. • Use of Big data on the IOT platform will help in gathering, analyzing, sharing and transmitting data. • Social media can help PTC in gaining more business as it helps in reaching out to even more customers and people. • Use of social media can help keep an eye on the competitors. • Collecting data via social media provides organic and unfiltered feedback by listening to what your customers say on social media, review sites and online forums. • PTC will benefit from a multidimensional view of our business when we add consumer insight from big data to the traditional types of information we collect and analyze. Piyush Srivastava
  • 33. Improve Customer Experience Improving digital channels: By making it easy for customers to reach out or find information by having a proper communication channel accessible to them. Training programs and better service tools: By providing better training and tools to your employees which helps them in making appropriate decisions and respond to customers in a timely manner. Determine Your Customers Expectations :Perform regular follow-ups with all of your customers to see if your products and services still meet their expectations. Improving analytical capabilities: to improve customer insights. Consistency and reliability: By Delivering products and services that constantly perform over time, and as promised. Piyush Srivastava
  • 34. Use of Business Intelligence Piyush Srivastava
  • 35. Compliance Impact & Needs • Integration of exisiting purchased software product and given IOT platform needs to be QA’ed by customer IT. (eg. health Care). • Communication to the customer needs to be legally approved on the content and frequency of sensors and software. • Data encryption needs to be enabled between the various points of integration of sensors, IOT platform and software. • Sign-in and interaction modes of devices with IOT platform and among the SW products needs to be monitored. • With the flow of user and customer product data, there should be proper consent and communication with the customer to make them explaing the kind of data flowing through the ecosystem. Piyush Srivastava
  • 36. Suppliers & Alliances • Business System and Analytics • Communication Service Provider • Edge Communication & Embedded Devices • Solution Providers • System Integrators & value added resellers Piyush Srivastava
  • 37. IT Governance – Process & Structure Focus Responsibilities IT Governance Board (CEO/CFO/CIO/ Leadership) Business Strategy & IT Investment • IT Principles. • Review IT investment monitoring and reporting. • Approve IT-Wide investments and prioritization. • Aligning and integrating the IT Strategy with business goals. • Ensuring that budget & investment plans are realistic. IT Strategic Alignment • Ensure IT strategy is aligned with corporate objectives. • Review IT operational performance. • Develop, maintain & evolve the corporate IT strategy. IT Project Metrics Monitoring & Reporting • Review & monitor deployment of key projects. • Recommend corrective actions to key projects. • Facilitate cross-BU collaboration & issue resolution. • Manages project portfolio, maintains all records, and coordinates committees. • Resource Management. Siddharaj Deshmukh
  • 38. IT Governance - Components • IT Operation budget • IT Capital budget • IT Asset Management • IT Contract management • IT Resource allocation and planning . Financials • IT steering committee/priority process. • IT Alignment with business objectives • IT Strategy & architectural standards. Strategic Alignment • Application Development • Production Support • Technical Architecture • Network design • Help Desk • Information security management • Business continuity and recovery IT Operations • Information management policies. • Standards – ITIL, ISO • Practices and procedures. • System documentation management • Quality Assurance • Regulatory compliance . Control Frameworks Siddharaj Deshmukh
  • 40. Communication Plan Upward Channel • Communicate to Senior Executives. • Highlight issues, risks and exceptions. • Tools Used: • Exception Reports • Weekly Status Reports • Project Charter • E-mail updates • Face to Face reviews • Communication Plan • Strengthens the buy in from top. Lateral Channel • Communicate to clients, vendors, and functional managers. • Involves negotiations for resources, budgets and time allocations. • Tools used: • Communication Plan • Statement of work • Contracts • E-mail Downward Channel • Provide direction to project team. • Highlight tasks pending, scheduled tasks, dates, and general team briefings. • Tools used: • Verbal exchanges. • Agendas, minutes • E-mail • Project Plan and brief • Requires delegation skills Siddharaj Deshmukh
  • 43. Super SWOT IOT Strengths • Smart connected system of systems • Enables real-time data sharing throughout all phases of product development and service • Drives customers to provide quality products to be pushed into the market • Strong presence in existing markets Weaknesses • Increase in complexity • Requires customization due to different types of clients • Heavy investments needed for change in organizational structure, technology and talent Opportunities • Combining with Big Data Analytics will enable connected system in identifying risks or predict /improving a situation in any of the 3 software • Data feedback throughout all phases of a product • Focus on Customer Intimacy and Operational Excellence SO Strategies • Continuous improvements in products/process • Increase market share by providing all- in-one product to existing customers in manufacturing industry • Increase revenue stream and growth by expanding into new markets WO Strategies • Focus on a easily customizable solution that can enable customers to create quality products • Real-time data feedback through the ecosystem would meet customer’s expectation increasing Customer Satisfaction • Acquire IOT service provider Threats • Data security breach of Digital product data collected and stored • Insecure cloud infrastructure • Lack of transport encryption • Government regulations vary geographically may restrict data usage ST Strategies • Use extensive market information to work with regulations of different geographies • Form alliances with cybersecurity companies WT Strategies • Understand how stand-alone existing verticals like Retail PLM will function to avoid heavy investments in all verticals
  • 44. ANSOFF Matrix MARKET PENETRATION • Maintain existing customers by providing promotions • Get existing customers of one or two software to buy the rest • Expand existing market base in Retail and Consumer industry • Enhance functionality of existing products PRODUCT DEVELOPMENT • Team up with cybersecurity and cloud vendors and combine their design software to provide as SaaS • Continuous improvements in products with data feedback will maintain customer base DIVERSIFICATION • Build presence in Asia Pacific region • Collaborate with established companies in other industries to gain new segments MARKET DEVELOPMENT • Will need to customize existing PLM,CAD and SLM to expand to new markets • Offering a suite of IOT product is easier • Focus on aggressive expansion globally New ProductsExisting Products ExistingMarketsNewMarkets
  • 45. Porter’s Five Forces Competitive Rivalry Buyers Substitute Products New Entrants Suppliers Threat: Low Threat: Low Threat: Low Threat: High Bargaining Power of Suppliers • Suppliers can create monopoly for sensors, processors and other hardware equipment • High Cost of equipment • Can move to PTC’s competitors Bargaining Power of Buyers • Suite of Products as a service offered • Time to market of buyer’s product is less • Control of all phases of customer’s value chain Substitute Products • Customers are already using PTC’s products would rather take all the products from PTC itself New Entrants • Requires high investments to break into design software industry • Cross functional relations needed for IoT companies to function well Threat: Medium • LOGMEIN,GE are main competitors in manufacturing industry • Can capture existing market segments by providing highly specialized products
  • 46. Strategy AS-IS TO-BE Business Strategy Products and Services PLM, CAD and SLM Products and Services IOT suite of product integrating PLM, CAD and SLM Customers/Clients Industrial products, Retail, Aerospace, Automotive Customers/Clients Clients in manufacturing industries could use IOT suite Organization Structure Vertical interaction between the three units Organization Structure Focus on horizontal interaction between the three units Regulatory Customer product design and service data is only stored Regulatory Customer product design and service data will flow through the ecosystem Change in Business Requirements Add more sophisticated features to current software products following the traditional approach Change in Business Requirements Value creation occurs as platform shifts from closed to open promoting interaction among all verticals AS-IS / TO-BE Analysis
  • 47. AS-IS / TO-BE Analysis Strategy AS-IS TO-BE IT Strategy Key Applications Supporting design, development and servicing of core products Key Applications Support in integrating the core products onto IOT platform Infrastructure WindChill (PLM) and Creo(CAD) department’s IT division is integrated as these software were connected Infrastructure Connect sensors and SLM with PLM and CAD to new IOT platform to ensure data sharing to enhance value Security Low connectivity among products meant low security threats Security Increased concern with collection, storage and sharing of data and usage of hybrid cloud infrastructure. Effective cybersecurity measures needs to be in place. Data Analytics Was done on a small scale separately for the 3 products or to support business/finance requirements Data Analytics Integrating analytics functionality with IOT increased value of the data collected and can be used to enhance quality of customer’s product designs. Structure IT and R&D were functioning as two separate departments Structure IT and R&D would be functioning as one unit to provide a successful IOT ecosystem
  • 48. Market Demand and Analysis
  • 49. Market Demand and Analysis
  • 50. Target Markets • Industrial Products • Aerospace and Defense • Automotive These are a subset of the current market segments of PTC which are using one or more of PLM, SLM and CAD. Therefore, Suite of products developed could initially be targeted to these.
  • 51. BCG Matrix STAR PTC QUESTION MARK CASH COW DOG High High Low Anticipate d Market Growth Market Share Low PTC could be seen as STAR as they already have a good existing market share. They can leverage this to be a market leader in providing smart connected suite of products
  • 52. IT SERVICE DESIGN Sachin K Ranganathan
  • 53. Design Stages  Enhancement of existing products - Enhance PLM,SLM and CAD products to create a connected software  Sensor and iot communication - Establish communication between the sensors and IOT platform for data collection  Testing of individual products  Integration of iot platform  Testing of new platform Sensor->IOT->PLM/SLM/CAD Sachin K Ranganathan
  • 54. Service processes  IBM cast iron is being used for integration of various softwares among themselves and the IOT platform  Testing of the products regularly as per the industry segments of the clients  Pilot internal testing of the entire IOT ecosystem before final delivery  Maintenance and scrutinization on regular basis Sachin K Ranganathan
  • 55. Service Visualization through Blueprinting Equipment Solutions Governances Receive Devices CADSensors PLM SLM Mobile devices Design modifications Maintain reports Fix reports Variable notification Problem notification IOT platform Information security mgmt ITIL & ISO Standards Quality Assurance CAD dashboard PLM dashboard SLM dashboard Sachin K Ranganathan
  • 57. IOT Roadmap Consulting STEP 1 Execute STEP 3 Design & Development STEP 2 ● Architecture Blueprint ● Prototyping ● User Experience ● Product design ● Requirement elaboration ● Quality Assurance ● Customization ● Solution upgrades Sachin K Ranganathan
  • 59. BUSINESS MODEL Sachin K Ranganathan
  • 60. Business Model Trojans McKinsey Tata Technologies Softech Employees Management Stakeholders Suppliers Buyers Innovation & Empowerment Excellence Team work Integrity and professionalism Customer Success Social responsibility through shared value Financial investment Employees Technology IT infrastructure Sensor and IOT communication Integration of PLM, SLM and CAD with IOT Client satisfaction Personal assistance Lower churn Customer feedback Website, mobile applications, chatbots Employees Stockholders Business Customers Various Manufacturers Sensor and equipment cost, salaries, hardware/software expenses, cost of IOT setup Software solutions, Advisory services, Clients on IOT Sachin K Ranganathan
  • 61. Business Model Alignment Develop expertise in:  Research and development  Big data storage  Operations  Infrastructure management Be a differentiator:  IOT as a service  Insightful analytics  Efficient integration of all products with the IOT platform Sachin K Ranganathan
  • 63. Marketing Strategy PRODUCT Service products, core products, Technology, Design PRICE Cost based, Operations based, Payment period PLACE Locations, Ease of access to resources PROMOTION Internal marketing, Advertising, Commercials, public relations PEOPLE Employees, Relationships, Social interaction PROCESS Standardization, Operational, Service delivery PHYSICAL ENVIRONMENT Facilities, well equipped external/internal environment PRODUCTIVITY & QUALITY Cost management, great deals on solutions Sachin K Ranganathan
  • 64. Value Proposition With the use of IOT as an platform, it will be possible to innovate and deliver the best possible products. Moreover it will enable the company to improve the manufacturing process and provide great service experiences. COMPANY Innovative products Improved manufacturing Rapid application development CUSTOMERS Product customization Usage and performance benchmarking Remote operation Customer self service Sachin K Ranganathan
  • 65. Customer Satisfaction & Loyalty CUSTOMER SATISFACTION ● Gain trust from customers ● Focus on customer experience ● Create reliable reputation in the market ● Prompt delivery of products in accordance with customer needs CUSTOMER LOYALTY ● Follow up on customer complaints ● Improve product quality according to the customer reviews ● Provide a dedicated support team ● Personalised products according to every market segment Sachin K Ranganathan
  • 66. Financial Revenue Projections Customer increase $6M $12M $20M [Existing and New Markets] Upselling/ Cross $5.9M $13.4M $20.8 Selling New Product $4M $6M $8M Offerings Revenue 2016 2017 2018 Total (Per Year) $15.9M $31.4M $48.8M Prannoy pal
  • 67. Financial - Expense Forecast Capital Expenditure Sensors/Integration Tools $1.5M Cloud Platform $2M Network Routers/Hubs Costs $200K Hybrid Database $1M Operational Expenditure Utilities $150K/Year Hardware Maintenance $300K/Year Salaries and Expense $1M/Year Depreciation/Amortization $3M/Year Prannoy pal
  • 68. IT Budget Functional Budget Number of Hires/Personnel ~70 Transactional Cost ~$2M/YEAR Operational Expense ~$4.5M/YEAR Prannoy pal
  • 69. IT Budget Capital Budget Estimated Total Product Cost ~3.5M User Licenses Cost ~200K Prannoy pal
  • 70. Delivery Operations Customer Service Strategy  Product Customization : Empower customers to remotely add or remove features, integrate with other applications, or change operating parameters to enhance their experience and product performance.  Usage and Performance Benchmarking : Enable customers to monitor and analyze the usage and condition of their products or benchmark with anonymized peers to uncover opportunities for improvement and improve utilization rates.  Remote Operation : Enable customers to remotely control and optimize their products and assets to reduce operational costs, mitigate safety risks, improve business processes, and increase employee and customer satisfaction. Prannoy pal
  • 71. Delivery Operations Distributing services through physical and e- channels  Customer Self-Service – Enable customers to quickly diagnose and resolve issues themselves via augmented reality experiences or connected applications to maximize product availability and uptime and improve customer satisfaction.  Providing Customers with a Blueprint - Providing solutions to the customers by giving them a blueprint of how new world of predictive and proactive service will enable them to deepen customer engagement.  Partnering with Software Providers - Partnering with software, hardware, GRANITE application vendors to provide exceptional solutions to the customers. Prannoy pal
  • 72. Human Resources Increase Hiring - In House • Data Scientists • Real Time Technology Experts • Cloud Platform Lead Specialist Focus on hiring and retaining IT talent within PTC • Provide competitive salary and benefits • Empower employees • Encourage innovation Increase in Company Training • Provide training for current IT staff and the new hires on the Cloud Platform and new Technology Prannoy pal
  • 74. Implementation Strategy Phases Discover Prepare Explore Realize Deploy Run Discover and gain general knowledge Gaining fundamental knowledge about cloud platform and Integration Tools. Gain detailed knowledge about physical components of Cloud platform and Integration Tools Implement IoT like Migrate, Integrate and Extend Onboard, Deploy and Go Live Operate, Monitor and Support Continuous Cycle Prannoy pal
  • 75. Implementation Strategy - Roll-Out Plan ○ 7 months ○ Building the Product ■ Deploy the Platform and Tools ■ Install Routers and Hubs ■ Implementation of Hybrid Database ■ Integration of all the components ○ 4 months ○ Delivery and Maintenance ■ Heavy testing and deployment of all components ■ Maintenance of sensors, Tools, Cloud Platform and Database ○ 4 months ○ Define the requirements ■ Defined strategy and implementation plan ■ Building and Integrating the Platform ■ Heavy Testing Prannoy pal
  • 78. Measurement and Metrics - Traditional Measures Cost Benefits  Reduced Warranty Claims  Reduced Support Call time and Number  Reduced Product Failures  Enabled Self Service Support  Increased Employee productivity with greater information sharing Revenue Benefits • Increase Market Share with superior design • Enabling upsell and cross selling opportunities • Charging Price Premium • Expand market with pay-per-usage offering • New revenue streams from expanded portfolios and industry offerings Prannoy pal
  • 79. Measurement and Metrics - Customer Profitability  Usage Based Billing - Pay-per-usage billing will help customers to avoid spending unnecessary amount of money.  Warranty Management - Reduction in warranty claims and warranty service costs will be proved profitable for the customers.  Customer Service - More effective troubleshooting and customer case handling (CRM efficiency) Prannoy pal
  • 80. Measurement and Metrics - Customer Satisfaction  Diagnose Problems Remotely - Using Remote Access and Service Application to directly access the diagnostic parameters and capturing data during failure time and diagnose problems without user intervention.  Utilize Service Resources Effectively - Since monitoring, diagnosis and repair can be performed remotely, so experts can be anywhere in the world with accessibility to standard web browser and collaborate with device operators.  Reduce software installation, distribution and upgrade costs - With remote software management capabilities, it reduces costly call center calls from customers who are using obsolete softwares. Prannoy pal
  • 81. Measurements and Metrics Project Specific Metrics: • Project Timeline : Metrics that address how the actual timelines of the project are aligned with the planned. Eg : Schedule Performance Index • Project Cost : Metrics that address how the actual cost vs the planned budget of the project.Eg: Cost Performance Index • Project Quality : Metrics that address how many defects/bugs have been identified and whether it is within the standards IOT Metrics: • Operation of suite of product • Speed • Security of data transmission Archana
  • 82. Link IT metrics to business Project Metrics These metrics help us to track a project’s performance and understanding how it delivers benefit for an organization Functional Metrics These metrics help us to measure the working of IT division. Enterprise Metrics (Traditional, Customer) These metrics measure the impact of IT division on the performance of the organization Archana
  • 84. Issues / Challenges Government  Future state of government regulations:  What type of data protection will be required to allow integration with other platforms as well.  How long can data be stored without interference of other technologies while implementing IOT.  Who can you share data with so that the data does not lead a trail into secrets of current system. Social Environment  Privacy has to be maintained in ways such that the data from different technologies doesn’t spill over causing unwanted information or data leakage. Technology Environment  The entire technology has to be implemented from scratch for integration of IOT which will take a long time  There can be no data leakage of any sort or the entire ecosystem can be compromised Swapnil Junjare
  • 85. Issues / Challenges Macroeconomic Environment  With an estimated 26 billion units online by 2020, Gartner has outlined the need for organizations to prepare now for data challenges, including plans for availability, privacy, storage management, effective data mining, and hardware. Smart Machinery is needed but the infrastructure is underdeveloped as of now to make full use of all available resources for IOT. This is a problem in geographically remote areas which are not easily accessible and also don’t have access to all technologies provided by the ecosystem itself. Complementors  Problem with making an ecosystem is getting outside it Swapnil Junjare
  • 86. Additional Issues/Challenges  Security  Funding the initial investment  Determining the highest priority use cases  Developing the business model  Proving ROI Swapnil Junjare
  • 88. Recommendation 1. With the integration of CAD, PLM and SLM include other industry segment products for integration with IOT. 2. Expand CAD, PLM and SLM use cases to include external data sources through IOT platform. 3. Develop flexibility among the software products with the opportunity for expansion. 4. Identify other business models and markets for IOT expansion. 5. Identify right stakeholders Swapnil Junjare
  • 89. Conclusion - Golden Thread 89 Business Strategy • Establish as IOT platform provider • Expand existing capabilities of PLM, SLM and CAD • Grow revenue • Customer Satisfaction IT Strategy • Integrate CAD, PLM and SLM with IOT. • Build the platform to enable new use cases. • Create a secure and ease-of-use software ecosystem Alignment True Partnership The project will ensure strong relationship between business and IT based on the techno-functional development of the organization as a whole. Drives Improved Business Performance Enables business to focus on establishing the organization as IOT Ecosystem provider. Competitive Advantage Providing end to end solutions in the development and operational areas to customers leads to customer satisfaction, imaging PTC a IOT market leader. Porter’s 5 Forces: Competitive Rivalry (Medium) , Buyers ( Low), New entrants ( Low), Suppliers (High) What's transformative about the IoT isn't the internet itself, but the changing nature of "things" – the products that are engineered , manufactured, operated and serviced. It is the expanded capabilities of these smart, connected products and the data they generate that are ushering in a new era of competition. Our proposed IT Strategy, indicates that by integrating the existing products (CAD, PLM and SLM) with IOT platform, PTC will gain market leadership as IOT Ecosystem provider. With the alignment of IT and Business Strategy, PTC will expand its market share, gain competitive advantage, serve existing markets at its best and thereby ensure revenue growth by its IOT Ecosystem.
  • 91. Thank You!! Any Questions???