The keynote speech discusses the need to simplify outdated IT systems in order to take advantage of new digital technologies. It describes the "old digital world" as overly complex, with too many fragmented applications and outdated systems. This complexity leads to inaccurate data, inefficient processes, high costs, and other issues. However, the new digital technologies cannot be fully realized without first simplifying outdated systems. The speech argues that simplifying IT systems in a measured way, through goals, analysis, and change management, can help embrace new technologies while reducing complexity. It also stresses that CIOs need long-term strategic vision to balance investments in old and new systems for maximum benefit.
Why IT Struggles With Digital Transformation and What to Do About Itrun_frictionless
To win the digital transformation race, successful CIOs need to overcome three immense challenges: Massive backlogs, legacy debt and scarce resources. And, at the same time they need to embrace new methods, better suited to fast-paced innovation.
www.runfrictionless.com
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Why IT Struggles With Digital Transformation and What to Do About Itrun_frictionless
To win the digital transformation race, successful CIOs need to overcome three immense challenges: Massive backlogs, legacy debt and scarce resources. And, at the same time they need to embrace new methods, better suited to fast-paced innovation.
www.runfrictionless.com
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
The 2014 IT Summit is a program for Executives and professionals in IT. Once a year the Connecticut Tech Council and Mohegan Sun Convention Center host the IT Summit.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Organizations today are discovering new realities around the cloud and data center, IT supply chain management, the modern workplace and digital transformation. For the 2019 Insight Intelligent Technnology™ Index, we surveyed 400 IT professionals to assess how they’re optimizing technology to unlock these growth opportunities. Explore the key takeaways.
Computacenter commissioned independent research to understand how businesses are responding to workplace change and where their challenges reside. The emphasis
of the research was to compare perspectives from the next generation of end users and those of IT professionals devising workplace strategy for organisations today. The findings in the report provide interesting results that should help inform next steps for businesses in enabling a contemporary workplace.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Barcelona Digital Festival 28th Nov 2019 - The Future Of Work Is Automation F...CIO Edge
Franck gave a fantastic Keynote address at our BCN Digital Festival last week, for info on attending, speaking or sponsoring our next event on the 29/30th April 2020 email enquiry@digitalenterprisefest.com
The Future Of Work Is Automation Franck Lopez UiPath
Adopting an “automation first” mindset is the first step on the path to making digital transformation real in the enterprise. Thinking automation first enables your company to move faster and more effectively. It helps you serve customers better. It enables you to operate more efficiently. It unburdens your employees from mundane, repetitive work, allowing them to focus on solving problems and creating value.
To see how UiPath can help you with your Automation journey contact Franck Lopez direct.
Email: franck.lopez@uipath.com quoting "Barcelona Digital Festival".
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The survival kit for your digital transformationrun_frictionless
To go digital, you need an IT organization, an enterprise architecture, IT processes, and tools that allow for new projects to go live tomorrow instead of next week. The ability to do this will give you a competitive advantage and it will also reduce costs. But how do you get there? This white paper will get you there.
https://runfrictionless.com/b2b-white-paper-service/
Digital Disruption in Asset and Wealth ManagementCapgemini
The groundswell that is today impacting massively retail banking is now impacting all banking businesses. Opportunities offered by new digital technology such as Big data & analytics have not been fully explored yet by Asset & Wealth Management actors, and new technologies are mainly confined to improve shared platforms and reporting flexibility. But the turn might come soon now with the aggressive launches of Fintechs investing all parts of the banking business, including its most exclusive territories.
Asset and Wealth Management might be the next targets, facing the up-rise of new Robo-Advisors quickly gaining market
share on their devoted playground until now.
Traditional Asset and Wealth Managers should anticipate and react, building on their knowledge and assets in order to contain this new trend but this will require that they adapt and probably more globally rethink their business model, to avoid the commoditization of their activity.
The aim of this document is to present how Asset and Wealth Managers can take advantage of the digital revolution / emergence of Fintechs to become more competitive and attract more clients.
The 2014 IT Summit is a program for Executives and professionals in IT. Once a year the Connecticut Tech Council and Mohegan Sun Convention Center host the IT Summit.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Organizations today are discovering new realities around the cloud and data center, IT supply chain management, the modern workplace and digital transformation. For the 2019 Insight Intelligent Technnology™ Index, we surveyed 400 IT professionals to assess how they’re optimizing technology to unlock these growth opportunities. Explore the key takeaways.
Computacenter commissioned independent research to understand how businesses are responding to workplace change and where their challenges reside. The emphasis
of the research was to compare perspectives from the next generation of end users and those of IT professionals devising workplace strategy for organisations today. The findings in the report provide interesting results that should help inform next steps for businesses in enabling a contemporary workplace.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Barcelona Digital Festival 28th Nov 2019 - The Future Of Work Is Automation F...CIO Edge
Franck gave a fantastic Keynote address at our BCN Digital Festival last week, for info on attending, speaking or sponsoring our next event on the 29/30th April 2020 email enquiry@digitalenterprisefest.com
The Future Of Work Is Automation Franck Lopez UiPath
Adopting an “automation first” mindset is the first step on the path to making digital transformation real in the enterprise. Thinking automation first enables your company to move faster and more effectively. It helps you serve customers better. It enables you to operate more efficiently. It unburdens your employees from mundane, repetitive work, allowing them to focus on solving problems and creating value.
To see how UiPath can help you with your Automation journey contact Franck Lopez direct.
Email: franck.lopez@uipath.com quoting "Barcelona Digital Festival".
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The survival kit for your digital transformationrun_frictionless
To go digital, you need an IT organization, an enterprise architecture, IT processes, and tools that allow for new projects to go live tomorrow instead of next week. The ability to do this will give you a competitive advantage and it will also reduce costs. But how do you get there? This white paper will get you there.
https://runfrictionless.com/b2b-white-paper-service/
Paul Hermelin Capgemini Chairman and CEO at the Capgemini Infrastructure Summit last January highlighted the conflicting tensions within IT organizations, particularly in light of the fact that IT system limitations are among the top three most significant barriers to business digitization.
IT departments have a short window to become “ sexy” again in the eyes of their clients. To overcome challenges by shadow IT and the rapid pace of business change, CIOs must pull two triggers simultaneously—technological innovation and organizational transformation.
To overcome those challenges this paper illustrates:
- The need for IT organizations to accelerate their move to the Cloud to deliver value in the digital age
- Use cases where IT can act as a business partner for digital innovation
- Principles to shape your next IT delivery model
- Key success factors on how to get there
The Softchoice Innovation Report 2018: Four New Roles For CIOS In The Modern ...Softchoice Corporation
In 2017, Softchoice’s Innovation Executive Forum (IEF) traveled across North America, taking the pulse of today’s front-line leaders of digital transformation. From St. John’s to Los Angeles, we visited 14 major cities, and met with over 120 top-level technology executives to discuss their priorities, challenges, and experiences pushing forward change. Online, we hosted quarterly conference calls with members and special guests, and published numerous whitepapers featuring insights from organizations big and small.
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
Executive Overview
Analytic strategies are at the core of digital innovation. It is a building block in digital manufacturing, autonomous supply chains, and digital path to purchase. New forms of analytics are defining new capabilities.
Traditional supply chains do not sense. They respond. The response is usually late, and out of step with the market. Today’s supply chains are dependent on structured data and Excel spreadsheets. Despite spending 1.7% of revenue on Information Technology (IT), Excel ghettos are scattered across the organization. Most organizations are held hostage by long and grueling ERP implementations only to find out at the end of the project that the business users cannot get to the data.
The traditional supply chain paradigm is an extension to the three-letter acronyms which dominated the client-server architected world of the 1990s—ERP, APS, PLM, SRM, and CRM—while the more enlightened business user understands that analytics are not an extension of yesterday’s alphabet soup.
Historically, analytics has only meant reporting. In contrast, today, analytic strategies are at the core. As analytics capabilities morph and change, analytics technologies are at the core of the architecture, sandwiched between the conventional applications and workforce productivity tools as shown in Figure 2.
Figure 2. Analytic Strategies at the Core of Digital Transformation
Current State
Today, the focus of analytics implementations is on data visualization, unstructured data mining, and data lake technologies. As will be seen in this report, this is rapidly changing. Within five years, the most disruptive technologies will be Blockchain and cognitive computing. New forms of analytics will make many of today’s technology approaches obsolete. Few companies, mainly early adopters, are working in these areas.
Es bien sabido el hecho de que la tecnología de la información está cambiando.
Es necesario conocer las 5 tendencias claves que afectan la hoy por hoy:
1) Visualización
2) Big Data
3) "La Nube"
4) Social
5) Móvil
From Microfilm to Big Data - How Can One Brain Handle This Much Change Withou...John Mancini
How is Digital Disruption changing the role of Information in our organizations? How do we shift the focus from the "T"(technology) in IT to the "I" (information)?
From 'Being Digital' to Becoming a 'Digital Being'Cognizant
While it’s true that digital transformation requires strong top-down leadership and impeccable technical skills, high-performing organizations must also go one step further: They need to acquire, nurture and retain the talent necessary to lead the charge.
La importancia de las personas en la era digital.
La habilidad de entender las cambiantes necesidades
y conductas de los clientes es, por supuesto, vital. Sin
embargo, el verdadero factor decisivo en la era de la
inteligencia será la habilidad de una empresa para
desarrollar su cultura corporativa con el fin no solo de
aprovechar las tecnologías emergentes, sino también de
abrazar las nuevas estrategias de negocio que impulsan
esas tecnologías.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
201310 Risk Aggregation and Reporting. More than Just a Data IssueFrancisco Calzado
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201502 accenture automatic exchange of information regime an emerging compl...Francisco Calzado
publicación acerca de la norma internacional sobre el intercambio automático de información, elaborada por la OCDE junto con el G20 y la colaboración de la Unión Europea.
Este informe pone de manifiesto los nuevos retos en materia regulatoria a los que se enfrentan las entidades financieras tras la adopción de la norma, con especial foco en el impacto que supondrá el cumplimiento de los requerimientos exigidos por el CRS.
201501 Dynamic Pricing Policies and Active LearningFrancisco Calzado
El big data y la minería de datos son términos que están de moda y que básicamente reflejan la capacidad que se tiene en la actualidad de recopilar cantidades ingentes de información y extraer datos relevantes. Es una de las grandes tendencias que están transformando el mundo pero pocas veces se ve sus aplicaciones prácticas. Una de ellas es el establecimiento de precios dinámicos.
El dynamic pricing consiste en el ajuste dinámico de los precios de acuerdo con el valor que los clientes atribuyen a un producto o servicio, con el objetivo de maximizar los ingresos y el beneficio. Se trata de aprovechar la disposición al pago de ciertos clientes en determinadas situaciones para obtener mayores ganancias, y de aplicar descuentos en otras situaciones para generar crecimiento. Esto, que en principio parece una aplicación simple de la ley de oferta y demanda, hoy en día puede sofisticarse gracias a la informática y a las matemáticas para que las compañías logren la mayor eficiencia posible. Un artículo académico firmado por expertos de la consultora Conento explica los factores que se tienen que tener en cuenta para definir una estrategia de precios dinámicos y la base matemática que debe configurarse para hacer simulaciones y comprobar que funciona.
Ver informe
Hay una línea difusa entre lo que puede tener éxito en términos de precios dinámicos y lo que puede generar rechazo. Las cinco condiciones siguientes pueden ser determinantes a la hora de aumentar el beneficio de las compañías:
Los clientes tienen una disposición al pago variada. La disposición al pago (en inglés, willingness to pay, o WTP) es la cantidad máxima que el cliente está dispuesto a pagar por el producto o servicio. No es fácil de estimar.
Es posible segmentar el mercado, identificando diferentes grupos de clientes. En un evento deportivo o en un concierto, hay clientes que priman la localización de su entrada y otros que elegirían la entrada de menor precio.
El arbitraje debe ser limitado. Es decir, la posibilidad de reventa debe ser lo más reducida posible, como ocurre por ejemplo con los billetes de avión.
El coste asociado a la segmentación del mercado y a la diferenciación de precios no debe ser muy elevado. Así ocurre en el comercio electrónico.
Los clientes o compradores deben percibir equidad en el vendedor.
Un buen ejemplo del uso de precios dinámicos es Uber, startup que conecta pasajeros con conductores en más de 200 ciudades del mundo a través de una aplicación móvil. Según New York Magazine es una de las compañías que crecen más deprisa a nivel mundial y podría llegar a ser más valiosa que Facebook, y según MIT Technology Review su principal innovación es la utilización de un robusto sistema para establecer los precios de forma dinámica (por ejemplo, subió los precios en una tormenta de nieve en Nueva York durante las pasadas Navidades).
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201306 Ode to Simplification and IT Strategic Leaders
1. Keynote speech – CIO CITY – Brussels, 3 June 2013
Daniel Lebeau – Group CIO at GlaxoSmithKline
Page 1 of 5
Ode to simplification and IT strategic leaders
When I participate in CIO and IT
conferences, I inhabit a different planet. All
of the discussions concern the new digital
world: big data, mobile, social network,
cloud, the new role of CIOs. However,
when I am back in the office, the majority
of my time is dedicated to the “old digital
world”: ERP roll-out, risks and compliance,
analytics, budgets, upgrades...
Harmoniously connecting the best of the
old digital world with the un-inflated
promises of the new digital world is the
subject of my keynote, articulated around
six parts. I will first portrait the old digital
world. I will then describe some challenges
of the new digital revolution. In the third
part, I will question the co-existence of
both worlds: trade-off or a paradox? Next,
I will explain why “less is more” and then I
will suggest how to simplify IT. In the last
part, I will speak about the IT strategic
leader and why a long-term vision is so
difficult.
1. Portrait of the old digital world
Let me first draw an ugly portrait of the old
digital world.
I’m currently in front of the most
prestigious European CIO’s and my simple
question is « How many applications do
you currently run? 100? 500? 1000?
5000?” Few of us know the exact answer
but many of us think “Too many”.
In addition to the cost, the management of
too many applications is a challenge. Let
me illustrate some of the impacts.
First, the master data are not accurate. For
example, if I run one hundred HR systems,
I still will not know the number of
employees. If I run one hundred sales
systems, I still will not know my customers.
Indeed, complexity and accuracy are not
friends.
Second. Imagine that the previous ERP
roll-out was not successful and a new ERP
is under gestation. Depending on the
country or the method of purchase, there
are a hundred ways to initiate a shopping
card, a hundred ways to plan and a
hundred ways to sell. In a complex
environment, the business processes are
highly fragmented and difficult to
optimize.
Third, let me speak of the IT debt. Half of
the applications have probably not been
upgraded for 5 years or more because of
budget challenges or laziness. By
deferring these costly upgrades to the next
2. Keynote speech – CIO CITY – Brussels, 3 June 2013
Daniel Lebeau – Group CIO at GlaxoSmithKline
Page 2 of 5
CIO, we create an IT debt which can reach
up to two years of operating budget and
which increases over time like a snowball.
Obviously, the lessons of Year 2000 have
been forgotten.
Fourth, obsolete technology. Because of a
lack of upgrades, applications become
obsolete and frozen. We cannot quickly
leverage new functionality and therefore
we develop new applications: this is the
fundamental vicious circle. And of course,
the IT workforce is demotivated. As you
know, no IT employee currently plans for
his career to be in obsolete technologies.
Fifth impact is a difficult merger and
acquisition process. During an acquisition,
none of the GSK systems are good enough
to address the needs of the acquired
company and so we keep their
applications interface with their application
portfolio. As a result, the numbers of
applications increase.
A sixth impact is the inefficiency of all
interfaces. Because the number of
interfaces is proportional to the square of
the number of applications, we have an
abundance of interfaces. The number of
interfaces continuously increases while
their quality decreases: interfaces are the
‘cancer’ of IT.
To summarize; the impact of a complex
application portfolio is painful:
fragmentation of the business processes,
inaccuracy of data, inefficient interfaces,
costly budget, unsupported technologies,
deferred upgrades, difficult mergers and
acquisitions.
The root cause of the abundance of
applications is always the same: 20 years
of legacy systems, different countries, a
history of mergers and acquisitions, the
silo mentality of the organisation, business
urgency for tactical solutions, supplier
overselling.
But the root causes are not necessarily all
external to IT: some of them depend on
the presence or absence of the strategic
vision of IT leaders or of IT’s tenacity in
keeping the compass focused on the long
term direction. Later, I will come back to
this core competency of IT leaders.
Remember, the ‘complexification’ of the IT
landscape is unfortunately a vicious circle.
More systems induce more interfaces and
less upgrades and therefore more rigidity.
Old rigid applications lead to new
applications which are initially standalone,
then later on, interfaced. And the vicious
circle continues.
2. Challenges of the new digital revolution
The new digital revolution has also
challenges.
A first challenge is the inflated
expectations which, as the Gartner hype
suggests, are followed by troughs of
disillusion: remember the disruptive
promise of RFID! In addition, inflated
wording driven by ‘cupid’ suppliers and
naïve customers does not help; some
basic outsourced services are called cloud
and simple databases are called “big data”.
3. Keynote speech – CIO CITY – Brussels, 3 June 2013
Daniel Lebeau – Group CIO at GlaxoSmithKline
Page 3 of 5
The second challenge is the IT risk, both
for society and for the company.
Obviously, the emergence of the new
digital revolution stimulates the creativity
of more hackers, more terrorists and
incredibly advanced persistent threats.
With new technologies like cloud and
mobile, addressing privacy, security and
continuity starts to become an impossible
mission.
But the main challenge is that the new
digital world relies on the solid foundation
of the old digital world: accurate master
data, simplified global processes, explicit
risk and compliance approaches, up-to-
date technologies, ability to stay evergreen
at low cost, small set of standards (not
only in place but in use), available expertise
and funding.
3. Investing in the new or the old digital world?
Because such current foundations are not
ready, the million dollar question is:
“should I clean my foundation” or “should I
embrace ASAP the new digital world”?
We know that the question is not whether
to invest in the old or in the new digital
world; we need to invest in both. It is not
an “OR” but an “AND”. We are not in front
of a “win-lose” relationship but in front of a
“win-win “one. In a word, it is not a trade-
off but a paradox.
Let me explore the win-win relationship of
that paradox with some examples.
• To provide advanced analytics, I
need fewer ERP?
• To deliver mobile employee
services, I need fewer HR systems?
• To outsource the mail to a cloud
provider, I need fewer active
directories (AD)?
• To leverage a global digital
platform, I need less fragmented
web sites?
• To deploy new technologies, I need
to upgrade my current
applications?
Paradoxically, the simplification of the
current landscape is a pre-requisite to
harvest the juicy fruits of the new digital
economy. Indeed, we need: an old digital
world, a back office with single global
processes and master data, evergreen
infrastructure, reduced standards.
4. Why simplify
Experiencing “less is more” is not a
discretionary objective. It is a fundamental
priority to embrace the new digital world.
Addressing the snowball effect of the IT
‘complexification’ requires courage,
maturity and resilience.
Because the fragmentation of business
processes partially reflects the silo
mentality of an organization; IT
departments have a historical mission to
drive the simplification of the business
operating model by removing systems and
therefore barriers.
4. Keynote speech – CIO CITY – Brussels, 3 June 2013
Daniel Lebeau – Group CIO at GlaxoSmithKline
Page 4 of 5
Experiencing “less is more” frees an IT
organisation. It improves quality and
efficiency. It builds a strong foundation.
5. How to simplify?
Portfolio simplification is a bit of a holy
grail: a lot of promise but ever-so-hard to
achieve. Because the complexity of the IT
landscape is a vicious circle we see, month
after month, the number of applications
increasing.
The number of applications is the entropy
of the IT landscape; literally the measure of
disorder. And we know that in Physics,
entropy never decreases without energy.
So the question is: “How to decrease the
number of applications? How to move
from a vicious to a virtual circle?”
The managerial energy needed to simplify
the complexity landscape is articulated
around 5 tools: measurement, objectives,
methods, funding and change
management. Guess what: no surprise!
a) A precise monthly measurement of the
number of applications
b) A clear objective of -1% applications
per quarter impacting the bonus of key
IT leaders
c) A portfolio analysis of all applications
per process and sub-process to
identify opportunities
d) Funding mechanism to decommission
applications which are old and poorly
used and to upgrade applications
which are old and massively used
e) A continuous change management not
only within IT but within the business
to clearly articulate why we decrease
the number of applications
With the right focus and energy, it is
possible to simplify the IT landscape.
6. Strategic IT leaders
Success, however, at the end, is related to
the strategic vision of the IT leaders.
During their career, IT leaders should stack
five distinctive competencies:
a) the mindset to serve
b) the discipline to deliver
c) the ‘savviness’ to reengineer
d) the empathy to engage and, last
but not least
e) the focus to strategize
This ability of the IT leader to strategize is a
key differentiator which is fed from various
ingredients: the frequent reference to
historical learning, the appetite to learn
massively outside the box, the
consciousness to filter noise and stay
focused on the big tickets, the mental
mind to project over time and pleasure in
practicing what Socrates called the “Art of
Thinking”, a mix of induction and
deduction.
5. Keynote speech – CIO CITY – Brussels, 3 June 2013
Daniel Lebeau – Group CIO at GlaxoSmithKline
Page 5 of 5
It’s because you are strategic that you will
have started to simplify your old digital
world, understanding that “less is more”.
It’s because you are strategic that you will
understand the paradox of investing both
in the old and the new digital world, that
you devote your daily time to old problems
and your free time to new promises.
It’s because you are strategic and have the
historical background of IT that you can
navigate between wrong promises, inflated
illusions and the right disruptions
Ladies and gentleman, this was my “ode to simplification”. A rocky and difficult journey. But
one that is so rewarding and so important given all the disruptive technologies waiting in
front of us.