Sorin Visan, IBM - Timisoara Business Days
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Impactul tehnologiei in eficientizarea proceselor de afaceri - Companiile care reusesc sa se diferentieze in industriile in care actioneaza sunt cele care pun accent mai puternic pe dezvoltare si care reusesc sa isi dezvolte un grad ridicat de agilitate. Aceasta se face prin implementare de practici eficiente si capabilitatea de transformarea si de adaptare dinamica in functie de conditiile pietei. Prezentarea include o vedere de ansamblu a celor mai importanti factori luati in considerare de factori de decizie in organizatii care au avut succes precum si consideratii privind impactul tehnologiei in eficientizarea proceselor de afaceri. http://timisoara.businessdays.ro/speakers/sorin-visan/
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Sorin Visan, IBM - Timisoara Business Days
- 2. Yesterday’s best in class… is no longer good enough Workforce: 26% more productive in a decade Oil Recovery Factor: Up 15 points since 1970s Supplier Lead Time: 62% faster in 2 years Dock to Stock: 50% faster in 2 years IT Services: 25% faster in 2 years Tomorrow’s leaders must find new ways to grow Sources: United States Bureau of Labor Statistics, United States Department of Energy, IBM Benchmarking Programs
- 3. Information Week 500 Companies: September 2010 Data 2010 Information Week 500 Survey Get better business intelligence to more employees, faster Introduce new IT-led products or services for our customers Make business process more efficient Lower IT or business costs Improve Web operations or customer experience Improve customer service Engage customers in new ways Process is Priority! Process Improvement is the #1 Priority for CIOs - 5 years in a row Gartner, Inc, “Leading in Times of Transition: The 2010 CIO Agenda” 56% 40 % 36 % 34 % 26 % 24 % 36 %
- 5. Pattern Typical Questions Outcomes Realized via BPM Is there an excess of manual work? Are activity sequences performed differently? Improved efficiency / effectiveness Consistent and repeatable processes Workflow What are people doing? Could people be doing it better? Visibility into productivity Identified opportunities for improvement Business Activity Monitoring Is excessive time spent in different applications / systems? Are training / ramp-up costs high? Improved task efficiency / effectiveness Lower training costs Unified Workspace Is there unnecessary rework? Do exceptions require disproportionate attention? Reduced rework Reduced effort with increased flexibility Exception Handling Do projects take too long to deliver? Is there a backlog of projects? Improved IT creativeness Reduced backlog Application Development Realizing better business outcomes from optimized processes
- 6. Individual Processes Process Complexity Highly complex processes (global enterprises) Somewhat complex processes common to (global + Mid-Market) Simple processes common to all sizes of businesses (global + MM + GB) 22.5% 75.0% 2.5% Process complexity
- 7. *Source: IBM, 2009 Global CIO Study “ Many of our IT innovation plans are budgeted through the business units, which has been a great way to ensure joint commitment to a project and its benefits.” - Rebecca Rhoads, VP and CIO, Raytheon Company High-growth companies are prioritizing IT and LOB collaboration… Deliver value through improved IT / LoB Collaboration “ There isn’t the luxury of time. We used to say, ‘Wait until this crisis is over and we get back to normal,’ but that never happens. We have to be ‘change animals.’” - Michele McKenzie, President and CEO, Canadian Tourism Commission … which is critical to successfully manage change
- 8. We are reaching a process inflection point Dynamic change Ad-hoc, dynamic tasks Social and contextual capabilities Extensive and inclusive business networks Business and IT convergence Take control of your processes to fuel new growth while optimizing costs and drive Greater Business Agility
- 9. Q: How involved is everyone in your company with process improvement today?
- 11. BPM: Scaling the New Social
- 15. The Jeopardy! Challenge A palpable, compelling and notable way to drive the technology of Question Answering along Key Dimensions $200 The juice of this bog fruit is sometimes used to treat urinary tract infections $400 A round type of this structure, with the silo inside it, was popular in the 1900s; it’s rare now $600 In cell division, mitosis splits the nucleus & cytokinesis splits this liquid cushioning the nucleus $800 The conspirators against this man were wounded by each other while they stabbed at him $1000 Of the 4 countries in the world that the U.S. does not have diplomatic relations with, the one that’s farthest north Broad/Open Domain Complex Language High Precision Accurate Confidence High Speed
Editor's Notes
- Main Point: Especially with the challenging economic environment of the last several years, we’ve seen whole industries become significantly more efficient and productive. This means the differentiation through cost reduction is no longer a viable strategy. Tomorrow’s market leaders must find ways to drive new growth. Speaker Notes: The fact is that retrenching, or finding new ways to wring out costs is no longer a viable strategy. Organizations have seen tremendous efficiency and productivity gains, and especially with the turbulent economic environment of the last several years, have focused very closely on managing and ultimately reducing costs. The effects of these changes can be seen across the board. The workforce has become 26% more productive in the last decade 1 , that’s like an additional quarter million people working at each of the world’s 10 biggest companies with no additional overhead. Oil recovery rates have increased by 15 points 2 , with each point representing five months of world oil supply at 2009 rates. Supply chains have become much more efficient as well with lead time increasing by 62% 3 , and dock to stock speed increasing by 50% 3 . This means that organizations have been able to dramatically lower inventories. When inventory carrying costs average 25% of the value on-hand these reductions can add up to significant savings. Event IT departments are dramatically increasing their productivity – delivering IT services 25% faster in the last two years 3 . All of these improvements are staggering, but they also underscore an important point: organizations are reaching the limits of differentiation through efficiency gains and cost reductions. As whole industries change to become more efficient, tomorrow’s market leaders must transition to focus to growth. These organizations will transform their operations, processes, and activities to increase agility, and allow them to quickly capitalize on new market opportunities. 1 United States Bureau of Labor Statistics 2 United States Department of Energy 3 IBM Benchmarking Programs
- Clients are telling us that they need to improve their business processes to achieve competitive advantage. Gartner does an annual CIO survey and for the past 5 consecutive years, Process Improvement was the #1 priority for CIOs. This is confirmed by a recent Information Week survey where “Make business process more efficient” was the top issue for respondents. Even ahead of “Lower business costs” and “Improve customer service”. So Process Optimization is something clients are focused on and willing to invest in.
- http://hbr.org/2011/01/reinvent-your-business-before-its-too-late/ar/1 http://viewer.media.bitpipe.com/1033409397_523/1292445233_746/wp_making-the-case.pdf
- If we do not “verticalize” applications, then how to do we find the right applications for Teamworks and how do clients understand where we can help? We spend 75% of our first interactions with IT but IT people that have delivery responsibility to the business or interact with the business on specific applications/systems or issues associated with an operational problem. We use “patterns” to identify those projects that are a good fit. A good analogy is thinking of yourself as a doctor trying to diagnose a patient. You will hear certain things that are wrong with their current process and those will help you categorize what problem they might have. Once you have identified the pattern, you can then relay appropriate stories that match what they may be experiencing in their own organization. Any of these patterns can be addressed using Lombardi software. Matching multiple patterns for a given project can lead to higher business value for the customer, and in most cases, you will realize outcomes from multiple patterns even if your initial decision is only determined by some of them.
- Main Point: As we’ve seen leading organizations are already transitioning to focus on growth. Organizations need to drive measured growth while meeting rising customer expectations. At the same time IT departments needs to deliver greater flexibility to the business also managing their costs. These needs are converging and pushing organizations towards a process inflection point. Speaker Notes: After what one of the most challenging eras for businesses around the world, we’re beginning to see the light at the end of the tunnel. As economic conditions make a turn towards recovery, we’ve seen that leading organizations are shifting their focus from only cost savings to finding new growth. At the same time, there is still a great deal of uncertainty in the economic environment. While investing in growth initiatives, organizations must also still keep a carefully eye on expenses. Balancing these demands is challenging, and requires greater agility and flexibility. In addition, businesses face the challenge of rising customer expectations. Customers are demanding ever-increasing levels or personalization, and technology has dramatically lowered their switching costs. If an organization can’t meet their needs, they will quickly take their business to any one of their increasingly sophisticated global competitors. In addition to these challenging business needs, organizations are also facing new IT needs. In recent years, rapid change has become the norm and permeated all business activities. Organizations more than ever need flexible systems that easily adapt to change and easily connect and integrate systems inside and outside of the business. Most critically, IT must be able to accommodate these changes at minimal cost. This means being able to instill greater flexibility throughout the business while reusing as much of the existing infrastructure and applications as possible. To accommodate more demanding business requirements, IT needs greater collaboration and partnership with the lines of business that they support. A requirements document, and a single IT hand-off is no longer sufficient for building solutions that will truly help the business meet it’s objectives. Business and IT must find new ways to collaborate throughout the development process. These business and IT needs are converging and pushing organizations towards a process inflection point. A new focus on the business processes that guide business execution and the technologies that support them, will enable tomorrow’s leading organizations to meet their needs across the enterprise.
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- In order to know we are making progress on scientific problems like open-domain QA well-defined challenges help demonstrate we can solve concrete & difficult tasks. As you might know Jeopardy! Is a long-standing, well-regarded and highly challenging Television quiz show in the US that demands human contestants to quickly understand and answer richly expressed natural language questions over a staggering array of topics. The Jeopardy! Challenge uniquely provides a palpable, compelling and notable way to drive the technology of Question Answering along key dimensions If you are familiar with the quiz show it asks an I incredibly broad range of questions over a huge variety of topics. In a single round there is a grid of 6 Categories and for each category 5 rows with increasing $ values. Once a cell is chosen by 1 of three players, A question, or what is often called a Clue is revealed. Here you see some example questions. <read some of the questions> Jeopardy uses complex and often subtle language to describe what is being asked. To win you have to be extraordinarily precise. You must deliver the exact answer – no more and no less – it is not good enough for it be somewhere in the top 2, 10 or 20 documents – you must know it exactly and get it in first place – otherwise no credit – in fact you loose points. You must demonstrate Accurate Confidences -- That is -- you must know what you know – if you “buzz –in” and then get it wrong you lose the $$ value of the question. And you have to do this all very quickly – deeply analyze huge volumes of content, consider many possible answers, compute your confidence and buzz in – all in just seconds. As we shall see compete with human champions at this game represents a Grand Challenge in Automatic Open-Domain Question Answering. <STOP> <NEXT SLIDE>