ERP Cloud: Assessing Readiness and Building the Roadmap

ERP CLOUD: Assessing Readiness
and Building the Roadmap
San Francisco, October 2015, Michael Reddy

2Copyright © 2015 Capgemini. All Rights Reserved
Presentation Title | Date
This Talk will Balance Strategy, Tactics and Approach

Focus of this assessment discussion
We are and We are not Addressing …
Migrating
Workloads to
the Cloud
Cloud Native
Build (PaaS)
Managed
Platform
Services
Infra as a
Service (IaaS)
Software as a
Service
(SaaS)
Business
Process as a
Service
(BPaaS)

Agenda
! View of SaaS ERP Market
! Situations Ripe for ERP Cloud
! Quick Walk Thru
! Close and Q&A

SaaS ERP Assessment and Roadmapping is the Same and Different

Gartner Hype Cycle
The 2014 Gartner Hype Cycle for Emerging Technologies

SaaS ERP Will Follow Suit
SaaS ERP
Today
!  Cynical ERP
crowd
!  Hype-cycle
fatigue
!  ERP fatigue
!  Seasoned buyers
of technology
!  Understand the
business case for
change
!  Have the largest
business case
!  Truly need
something new
soon*
*In just a few years, ERP users will go from being the people with the most robust technology to the laggards

“Everyone is Doing it… or at Least a lot of People are Doing it
69% of enterprises expect
to make moderate-to-heavy
cloud investments over the
next three years as they
migrate core business
functions to the cloud.
44% of enterprises are
relying on cloud computing
to launch new business
models today, predicting
this will increase to 55% in
three years.
32% are using cloud
computing to streamline
their supply chains today.
Senior executives predict
this figure will increase to
56% in three years.
Oxford Economics Study

SaaS ERP Capabilities will Drive these Advances
The impact of cloud on business, today and in three years
To what extent has the adoption of cloud computing had an impact on the following areas of your business? What impact do
you expect to see in three years? “Impact” and “Transformative Impact” responses.
Oxford Economics Study

Situations that Make Sense

What Situations are “Ready” for an Assessment around ERP Cloud?
2-Tier:
Rollout
2-Tier:
Corporate
2-Tier:
Acquisition
2-Tier:
Subsidiary
Full ERP/
Replace
Function/Value
Stream

Functional/Value Stream SaaS is Old Hat
Function/Value
Stream
!  Like other SaaS solutions
!  Replacing nothing
!  Less about current
requirements
!  Hard to avoid SaaS vs SaaS
!  Typically not a cost play

Full Replace Situations Vary
2-Tier:
Subsidiary
Full ERP/
Replace
!  Small/Medium Business
!  Divestitures
!  Replacing Disparate Systems
!  Cost Play
!  SaaS v. SaaS v. On-Premise

Unique value propositions for 2-Tier
Subsidiary Global Rollout
Corporate HQ Acquisition
2-Tier
!  Non-Mfg / Non-Core
US subsidiary
!  Different Business
(Service arm)
!  Replacing Disparate
Systems
!  SaaS v. SaaS v. On-
Premise
!  Non-Manufacturing
Global location
!  Smaller Countries
!  Not on Core System
!  Corporate System is
Heavy
!  Cost Play; time play

The Assessment and Roadmap

Other
Dimensions and Concepts of a SaaS Assessment/Roadmap
Function/
Capability
Business Value Hardware* Software
Training Implementation Roadmap

The Paradigm for Advancing/Improving is Changing
1.  Incremental Adoption of Capabilities
2.  Optional Adoption by Individual, not Role
3.  Passive Adoption – Through Updates
4.  Platform-based Advancements – Marketplace
vs.

The Basic Approach
Survey
Maturity
Model
Capabilities Vision
Bus. Case/
Roadmap
REQUIREMENTS
!  2 Hours, 2 days, 2 weeks
!  Iterative, Agile, Sprints [fill-in-buzz-word]
!  Stay away from Current State “Requirements”
!  Stay away from the Details*
!  Build Consensus on the Paradigm
!  Capability Driven
!  Platform as “Secret Sauce”

Survey: Business/IT Basics + End-to-End Processes
Survey
Maturity
Model
Capabilities Vision
Bus. Case/
Roadmap

Maturity Model: Finding Starting Point and Goals
Survey
Maturity
Model
Capabilities Vision
Bus. Case/
Roadmap

Roadmap: Building a Path to Capability Adoption
Start Here
x
Con+nue
Survey
Maturity
Model
Capabilities Vision
Bus. Case/
Roadmap

Business Case: Collecting Value and Costs
!  Business Value
•  Tie to Capabilities
•  Use Maturity Model and KPIs
!  Cost Reduction/Avoidance
•  Be wary of displaced vendors’
reactions
!  New Costs
Survey
Maturity
Model
Capabilities Vision
Bus. Case/
Roadmap

23Copyright © Capgemini 2015. All Rights Reserved
Cloud Procurement Assessment Overview | October 2015
T-Shirt Sizing: Getting to ROM Costs
!  Entity size
!  Need to be live by a specific date
!  Countries
!  Oracle Cloud Procurement modules
in Scope
!  Number of levels move on the
Maturity Model
!  Modules from the Oracle Cloud
Procurement suite
Example; An Oracle Cloud Procurement: An implementation can fit into a T-Shirt size –
Small, Medium, Large, Extra Large – depending on some key criteria, then drive the scope
!  Programmatic data conversion
!  Systems integrated
!  Currencies
!  Languages
!  Departments that are different
!  Approval hierarchies
!  Punch-outs
!  Number of Users
!  Training included
!  Organizational Change Management
!  Post Go Live Support

Business Case: Qualitative Benefits Checklist
!  Use a checklist to find important (quality over quantity) non-financial
benefits
•  Cloud cost flexibility
•  Less reliance on IT
•  Optional, lower risk improvements
•  Enhanced ability to attract talent
•  Accelerated new product launch
•  Data security, integrity
•  …etc.
!  Iterate with the Stakeholders to find the ones that resonate

Summary

Resources and Contact information
Michael Reddy
Vice President, North America Oracle Leader
Capgemini NA LLC
Twitter: @ReddyMi
Email: Michael.Reddy @ Capgemini.com
Mobile: 617.320.7071
www. Capgemini .com
SaaS Assessment Exchange
www.capgemini.com/oracle/erp-cloud-assessing-readiness-and-building-the-roadmap

The information contained in this presentation is proprietary.
Copyright © 2015 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
www.capgemini.com
About Capgemini
Now with 180,000 people in over 40 countries, Capgemini is one of the world's
foremost providers of consulting, technology and outsourcing services. The Group
reported 2014 global revenues of EUR 10.573 billion.
Together with its clients, Capgemini creates and delivers business and technology
solutions that fit their needs and drive the results they want. A deeply multicultural
organization, Capgemini has developed its own way of working,
the Collaborative Business Experience™, and draws on Rightshore®, its worldwide
delivery model.
Learn more about us at www.capgemini.com.

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