The race for enterprise business process digitalization is raging. IT is often left behind as enterprise budgets for innovation are shifting towards business teams.
During this session, we will present the challenges and our field-tested approaches to catch-up and how to take this opportunity to create new app factories. All the while using low-code and RPA platforms.
You will discover how to capture business demands, and create an operating model for your IT department to stay in control of the applications being deployed, while bringing value at speed.
2021 09-30 service cost tracking and internal chargebackitSMF Belgium
Ideally, the ITSM application should be able to offer senior management an overview of the cost of each service that the organization makes available to its employees. These services are, after all, the tools that the employees rely on to be successful and a lot of money is spent on them. Being able to generate a breakdown of the costs by service is an important first step toward controlling these costs. How this can be done in a service management application is explained in the first part of this presentation.
The second part focuses on the next step: breaking down the service costs by customer. This allows an organization to charge back the costs of services to the departments that use them. Most organizations struggle with internal chargeback, but it is relatively straightforward to do this efficiently and more precisely using the service management application.
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
2021 09-30 service cost tracking and internal chargebackitSMF Belgium
Ideally, the ITSM application should be able to offer senior management an overview of the cost of each service that the organization makes available to its employees. These services are, after all, the tools that the employees rely on to be successful and a lot of money is spent on them. Being able to generate a breakdown of the costs by service is an important first step toward controlling these costs. How this can be done in a service management application is explained in the first part of this presentation.
The second part focuses on the next step: breaking down the service costs by customer. This allows an organization to charge back the costs of services to the departments that use them. Most organizations struggle with internal chargeback, but it is relatively straightforward to do this efficiently and more precisely using the service management application.
How to design Global Business Services and Shared Services Future ReadyAnirvan Sen
Most Global Business Services (GBS) and Shared Services Organizations (SSO) continue to operate with the management philosophies of the 20th century. It is based on traditional organizational structure, operating model of a command-and-control approach, cost-center thinking, and focusing on efficiency and timeliness.
Going into the 3rd decade of the 21st century, much of the thinking is jaded and outdated. On top of that, the digital technology revolution is disrupting industry after industry.
Given the 2 major forces, GBS and SSO's have no other option but to redefine and reconfigure themselves to become Future-ready.
But how do these organizations transform themselves?
That's where our framework S.C.O.R.E needs to be used for strategic design and right-fit leadership.
Based on some leading industry frameworks and tools, S.C.O.R.E Transformation provides a comprehensive design toolkit
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Operating Model Design in a Digital WorldRobert Cade
Operating Models have defined the way that we work and operate for centuries. A good set of architectural blueprints are essential to successfully build a new office. The same is true if you want to build a successful business; you need a good set of blueprints on which to lay the foundations and undertake the detailed design and implementation. In other words you need an Operating Model.
Like modern office designs, businesses are responding to digital stimuli and the changing needs of their customers. Digital is taking the world by storm, transforming everything in its path. Those who transform reap the benefits; those that don’t get left behind. So, just as the blueprints for offices have changed in the digital age, the blueprints for businesses – their Operating Models – also need to evolve.
Operating Model Powerpoint Presentation SlidesSlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model Powerpoint Presentation Slides give you the break. Get the chance you have been dreaming of. https://bit.ly/3yU61mA
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
"You can download this product from SlideTeam.net"
Showcase an exemplary Human Resources technological framework with the professionally crafted HR Technology PowerPoint Presentation Slides. The human resource technology PPT theme helps you to represent the current HR system situation by compiling the problem statement and possible solution. Compare the present and desired state of the HR system using the concise tabular format through HR management PowerPoint slideshow. Use the HR tech trends PPT template’s line graph to demonstrate the market drivers and technological trends in the HR industry. Present the evolution of your organization’s HR technological system from paper-based to electronic database through this HR automation PowerPoint presentation. Our HR tech PPT deck helps you to elaborate on the technology capability model to examine the maturity of the HR system. HR tech management PowerPoint theme helps you compare the functional capabilities of the HR information system, the HR management system, and human capital management. By downloading human resource technology PPT slideshow you can explain the features, role, and market trends related to HRIS, HRMS, and HCM. https://bit.ly/3s6lNLf
Digital transformation-It's not all about Digital Technologiespradeeppatelpmp
Digital Transformation is not just about digital Technologies.It's a gamut of technologies, processes, vision and mindset, which empowers enterprises to understand and serve customer needs in the ever growing Industry 4.0
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Fasken Training and Consultancy Services LLP
Engaged in Corporate Trainings since November, 2013
Engaged in IT Managed Services (IMS - Consulting | Audit | Design | Implementation | Monitor | Manage | Maintain | Migrate)
Trainings Organized for: Capgemini, Cognizant, Infosys, IBM, Wipro, Amdocs, iGATE, Paladion Networks, Murugappa group, to name a few
Delivered 5000+ hours of Technology Training
Empanelment of 400+ Qualified Trainers
Covering 350+ Technology Modules in IT industry
Customize Transformation For A Personalized ExperienceLCDF
Shifting to a Customer-centric
Business Model :-
Many businesses already see the writing on the wall: Only 8 percent of companies
say their current business model will remain economically viable if their industry
keeps digitizing at its current course and speed.2 But to become a modern digital
business, you must go beyond just digitizing old business models and instead use
technology to align your people, processes, and technology around entirely new ways
of serving customers.
By placing the customer at the center of everything you do, you can create products,
services, and experiences that are more valuable to your buyer, allowing you to stand
out in an increasingly commoditized world, drive more profit, and generate more
brand loyalty.
A new kind of industrial revolution is upon us, as digital technologies redefine business strategy and operational execution. Executives are under pressure to innovate and make smart investments in game-changers like the Internet of Things (IoT), mobility, cloud computing and analytics. Challenges remain, such as talent issues, data security and more. And while some industries are embracing a transformation agenda – redefining core processes and creating new business models for competitive advantage – others are lagging behind. What can executives do to stay at the forefront of the digital operations revolution?
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Operating Model Design in a Digital WorldRobert Cade
Operating Models have defined the way that we work and operate for centuries. A good set of architectural blueprints are essential to successfully build a new office. The same is true if you want to build a successful business; you need a good set of blueprints on which to lay the foundations and undertake the detailed design and implementation. In other words you need an Operating Model.
Like modern office designs, businesses are responding to digital stimuli and the changing needs of their customers. Digital is taking the world by storm, transforming everything in its path. Those who transform reap the benefits; those that don’t get left behind. So, just as the blueprints for offices have changed in the digital age, the blueprints for businesses – their Operating Models – also need to evolve.
Operating Model Powerpoint Presentation SlidesSlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model Powerpoint Presentation Slides give you the break. Get the chance you have been dreaming of. https://bit.ly/3yU61mA
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
"You can download this product from SlideTeam.net"
Showcase an exemplary Human Resources technological framework with the professionally crafted HR Technology PowerPoint Presentation Slides. The human resource technology PPT theme helps you to represent the current HR system situation by compiling the problem statement and possible solution. Compare the present and desired state of the HR system using the concise tabular format through HR management PowerPoint slideshow. Use the HR tech trends PPT template’s line graph to demonstrate the market drivers and technological trends in the HR industry. Present the evolution of your organization’s HR technological system from paper-based to electronic database through this HR automation PowerPoint presentation. Our HR tech PPT deck helps you to elaborate on the technology capability model to examine the maturity of the HR system. HR tech management PowerPoint theme helps you compare the functional capabilities of the HR information system, the HR management system, and human capital management. By downloading human resource technology PPT slideshow you can explain the features, role, and market trends related to HRIS, HRMS, and HCM. https://bit.ly/3s6lNLf
Digital transformation-It's not all about Digital Technologiespradeeppatelpmp
Digital Transformation is not just about digital Technologies.It's a gamut of technologies, processes, vision and mindset, which empowers enterprises to understand and serve customer needs in the ever growing Industry 4.0
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Fasken Training and Consultancy Services LLP
Engaged in Corporate Trainings since November, 2013
Engaged in IT Managed Services (IMS - Consulting | Audit | Design | Implementation | Monitor | Manage | Maintain | Migrate)
Trainings Organized for: Capgemini, Cognizant, Infosys, IBM, Wipro, Amdocs, iGATE, Paladion Networks, Murugappa group, to name a few
Delivered 5000+ hours of Technology Training
Empanelment of 400+ Qualified Trainers
Covering 350+ Technology Modules in IT industry
Customize Transformation For A Personalized ExperienceLCDF
Shifting to a Customer-centric
Business Model :-
Many businesses already see the writing on the wall: Only 8 percent of companies
say their current business model will remain economically viable if their industry
keeps digitizing at its current course and speed.2 But to become a modern digital
business, you must go beyond just digitizing old business models and instead use
technology to align your people, processes, and technology around entirely new ways
of serving customers.
By placing the customer at the center of everything you do, you can create products,
services, and experiences that are more valuable to your buyer, allowing you to stand
out in an increasingly commoditized world, drive more profit, and generate more
brand loyalty.
A new kind of industrial revolution is upon us, as digital technologies redefine business strategy and operational execution. Executives are under pressure to innovate and make smart investments in game-changers like the Internet of Things (IoT), mobility, cloud computing and analytics. Challenges remain, such as talent issues, data security and more. And while some industries are embracing a transformation agenda – redefining core processes and creating new business models for competitive advantage – others are lagging behind. What can executives do to stay at the forefront of the digital operations revolution?
Digital Engineering: Top 5 Imperatives for Communications, Media and Technolo...Cognizant
Many communications, media and technology companies share similar digital objectives. Here are our recommendations for realizing five common digital goals, and a look at a few companies that have succeeded with meeting them.
Digital revolution is disrupting businesses like never before! Ability to extract actionable insight from a large amount of disparate data has become the determining factor of competitive advantage! Everyday new business models are created around data and forcing the incumbents to reinvent themselves to be relevant. Consumer facing businesses felt this pressure early on but eventually every business need to be data driven. But what is the best strategy to address this digital disruption? Our experience says the core data infrastructure modernization is the logical starting point! In this session, we will share trends, strategies and our experience on rejuvenating data integration landscape to address digital disruptions.
10 Application Modernization Principles that Enhance the Digital JourneyCognizant
The COVID-19 crisis has made experience-centricity and IT agility paramount to nearly every business. But getting there with ancient applications infrastructure is easier said than done. Here's how organizations can overhaul heritage applications to meet customers' lofty digital experience and service expectations.
Next Gen ADM: The future of application services. IBM
Rapid technology advances are driving higher expectations around speed, efficiency and resilience. Expectations for how technology should help meet business goals are rising. To meet increasing expectations around agility, time to value and cost optimization, Businesses are seeking new ways to manage apps. Born-digital companies are setting new standards for speed, efficiency and resilience. We will discuss how companies can optimize the core, unlock legacy and unleash digital to thrive in the new normal.
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
How to build an it transformation roadmapInnesGerrard
An estimated 80 percent of #businesses will need to transform their current IT efforts to keep up with new business expectations and technological developments. These include investments such as cloud computing, IoT and BigData projects.
The OpenText™ AppWorks™ Platform is the ideal solution to build new business applications and new business processes faster and in a simplified way. The solution leverages prior investments in enterprise software and legacy systems to bring together all existing IT assets and empowers the organization with the ability to monitor the entire enterprise under one platform.
SmartERP Webinar
Did you know that approximately 55% of work activities can be automated using Robotic Process Automation (RPA) technology? Automating business processes in Finance is now considered a business imperative. RPA enables organizations to power people and automates business operations by leveraging this game-changing technology.
RPA has become one of the most popular choices for improving operational efficiency with tactical automation. 59% of Finance & Accounting leaders believe RPA will make their business more competitive over the next two years.
In this webinar, you will learn how to:
How to utilize RPA to transform your organization
Fix broken manual processes
Integrate RPA with your Finance applications
Easily scale large and often changing logic systems
Perform a vast array of key essential tasks; quickly and precisely
Use RPA with AI, to augment tasks that need human intelligence
Benefits:
Increase productivity across your organization
Enables cost reduction for your organization
Improve your accuracy and increase efficiency
Enhances your customer’s experience
The Business Conundrum Facing Manufacturers
Manufacturing companies have traditionally
had an on-again-off-again relationship with
technology. However, the paradigm shift driven
by global manufacturing and distribution,
combined with rapid digital innovation, is
changing this equation.
Manufacturing companies have traditionally
had an on-again-off-again relationship with
technology. However, the paradigm shift driven
by global manufacturing and distribution,
combined with rapid digital innovation, is
changing this equation. Deloitte’s 2016 MHI
survey reveals that 83% of manufacturing
organizations believe investing in key digital
technologies such as IoT, robotics, Big
Data, cloud computing, etc. will be key to
competitive advantage in the near future.1
Restaurants in 2019 continue to face several challenges, including everything from attracting and retaining customers to hiring and training staff. These challenges, both customer-facing (“Front of House”) and operations-focused (“Back of House”), keep restaurant profit margins low at 6% and contribute to the industry’s high failure rate. Increasingly, restaurants are more attune to these pain points and seek out restaurant-focused software and tech-enabled outsourcing solutions to increase sales volumes and reduce costs. As a result, the restaurant tech stack continues to evolve, providing restaurants with more options than ever to help them improve and grow their businesses.
Catalyst has a wealth of experience backing vertical-specific businesses, including one currently in the Restaurant Tech space (ChowNow). We believe restaurants will continue to actively seek out best in-class restaurant-specific solutions, and are eager to partner with more of these businesses seeking growth equity capital.
At Catalyst, we employ a proactive, research-based approach to investing, targeting sectors experiencing outstanding growth. If you are an owner, operator or investor in a growth stage Restaurant Tech company, we would like to hear from you. Please send inquiries and business plans to kapil@catalyst.com.
Digital Enterprise Architecture: Four Elements Critical to Solution EnvisioningCognizant
For the digital enterprise, architecture of all varieties must evolve strategically in step with technological capabilities and business imperatives. Such a multidimensional approach includes automation, AI, analytics, big data management and digitization as a holistic phenomenon.
Similar to Devoteam itsmf 2021 - from business automation to continuous value-driven innovation (20)
To be wicked or not, that is the question (A take on Complexity Thinking)
Our world is at times complex, sometimes simple, then complicated and every now and then chaotic. And we (try to) live and thrive/survive in it. Did you know you can take this back to your professional life? Did you know that each of these ‘states’ require a different approach to manage it? During this session, Ilse Van den Berckt will elaborate on these different states described in the Cynefin framework<br>of David Snowden and what their impact is on daily life. Eddy Peters, president of the Belgian itSMF chapter, will connect them to the world of the digital.
One sneak peak of what is to come : if you think you know what holistic comprises, think again…
Can two families, so different in their attitude and behaviour, create a happy marriage? This is the story of how they met, married and what happened next. It was a rough engagement period and the parents were not happy when at the prospect. But love wins! Or does it?
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
2 grips itsmfbe - siam the future of outsourcing - 12112019itSMF Belgium
WHY DO WE HEAR SO MUCH ABOUT “CUSTOMER JOURNEYS”?
MORE IMPORTANTLY, WHAT CAN WE DO WITH IT?
FROM A PRACTICAL POINT OF VIEW, HOW CAN WE BUILD A CUSTOMER JOURNEY USING CUSTOMER EMOTIONS AND TOUCHPOINTS?
AN ENTIRE ECOSYSTEM REVOLVES AROUND CUSTOMER JOURNEYS TO BETTER UNDERSTAND CUSTOMER AS WELL AS USER AND EMPLOYEE EXPERIENCE. HAVING A CLEAR VIEW OF HOW PEOPLE FEEL AND REACT GIVES YOU A REAL ADVANTAGE TO ADDRESS CHANGES AND KNOW WHICH DIRECTION TO TAKE TO MAKE YOUR BUSINESS GROW.
LET’S GET AWAY FROM OPERATIONAL AND FOCUS ON HUMAN BEINGS FOR THE TIME OF THIS EVENT….
WELCOME TO THE JOURNEY!
DELPHINE IS A YOUNG WOMAN CERTIFIED IN CUSTOMER EXPERIENCE MANAGEMENT.
SHE HAS MADE CUSTOMER, USER AND EMPLOYEE EXPERIENCE HER CAREER LEITMOTIV.
FOR THE PAST FIVE YEARS, SHE HAS BEEN INTRODUCING BEST PRACTICES IN DIFFERENT COMPANIES, OPENING MINDS TO ALTERNATIVE WAYS TO MAKE CUSTOMERS, USERS AND EMPLOYEES HAPPY TO DRIVE BUSINESS RESULTS.
AS A CERTIFIED CUSTOMER IMMERSION EXPERIENCE INSTRUCTOR FOR MICROSOFT OFFICE 365, SHE IS ALSO A BIG FAN OF “NEW WAYS OF WORKING”.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
VeriSM helps organisations to embrace "digital" and provides organisations with practical guidance on how to digitally optimise or digitally transform. Although the subject is a digital world, VeriSM is about business and not only IT. It’s about how an organisation in its totality can survive and thrive in a brave new "digital" world!
VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.
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Devoteam itsmf 2021 - from business automation to continuous value-driven innovation
1. Creative tech for Better Change
1
FROM BUSINESS AUTOMATION
TO CONTINUOUS VALUE-DRIVEN
INNOVATION
Arnaud Delcroix & Stefan Lodewijckx - October 2021
and presents
How to use modern development platforms to transform your enterprise
2. 2
1. Problem statement - why do anything ?
2. Our Vision
3. The approach
4. How to realize
5. Some examples
6. Conclusion
Agenda
4. 4
In today's world, companies are facing constant
challenges.
Digital Transformation is pushing to modernise their
processes, consolidate their legacy applications, and move
the the cloud for more and more services.
While doing that, they are still expected to be efficient,
more customer-minded, and even make cost savings.
This trends accelerated again due to the pandemic impact
Context
5. 5
Engage in
Business Automation
Fact 1
45% of current paid activities can be
automated by today’s technology, an
equivalent of $2 trillion in total annual
wages.
72% of decision-makers say AI will enable
humans to focus on more meaningful work.
Fact 2
Fact 3 31% of businesses have fully automated at
least one function
6. 6
Business can now connect directly to vendors and
solution providers IT is bypassed
In parallel...
The IT department is now expected keep control of
● The delivery
● The quality
● The costs
● (Multi-cloud) Application Dependencies
● ...
Problem
Statement
8. 8
Business Automation seeks to enhance agility, increase
efficiency, optimize employee productivity and upgrade
customer experience.
Is a concept incorporating technology and methodology to
build automated processes that were previously fully or in part
executed manually by human employees.
Relying on digital platforms and their tech ecosystem, business
automation leverage a new generation of enterprise-grade
software automation tools.
Business Automation
11. 11
Low
Code
Building an automation - factory
Value Creation
Idea’s
Services
Build
innovative
Apps and
solutions
Perform
Efficient Digital
processes and services
Combine Domain
knowhow and
Handson Business
Subject Matter
Expertise
With Business
Automation Platforms
& Solution providers
In a controlled
IT Environment
ESM
RPA
12. 12
Crawl - Walk - Run
Value
Creation
Build
Perform
Workforce transformation / Management of Change
Value assessment
Determining Roadmap based on
Value impact
&
Technical complexity
Ideation - Innovation
14. 14
What to expect, and how to prepare….
By 2025, 70% of new applications developed by enterprises will use
low-code or no-code technologies, up from less than 25% in 2020.
Gartner 2021
2025
2020
15. 15
“In Today’s era of volatility,
there is no other way but to
re-invent.
Jeff Bezos, Founder, Amazon
The only sustainable advantage you
can have over others is agility, that’s it.
Because nothing else is sustainable,
everything else you create, somebody
else will replicate.”
16. 16
The tools and platforms ?
Low-code is “simple” (marketing-wise)...
But don’t get fooled, low-code projects, even more when IT
and the business are both involved, are very complex.
Don’t start from scratch of you’ll never get there.
To succeed, you will need speed and agility.
So make use of the building blocks and tools that are
already provided on the market.
.
18. 18
The platform choice
Try to adopt a single platform enterprise-wide.
Multiple platforms can work together, but it will inevitably lead to complexity, creation of new silos and financial
inefficiency.
Gartner 2021
Consider some key capabilities when choosing a Low-Code enterprise platform:
● High performance
● High availability and scalability
● Disaster recovery
● Service-level agreements (SLAs)
● Enterprise security
● Third party tool orchestration capabilities.
● Application usage monitoring
● Simplified application deployment.
● Front-end user experiences beyond web user
interface (UI) (Mobile-first, Omnichannel
interaction, “UI-less” experience)
● Complex business process automation and
management
● Event-driven architecture
● AI and Machine learning capabilities
● IOT Support
20. How it is all connected...
areas way beyond the processes
related to build and deploy
Business Automation. New tech
adoption, learning and benefit
realisation are a few examples.
The operating model covers
of the methodology is on the process of building
and deploying data enabled and automated
processes into production (the ”delivery model”).
And then on handling incidents and doing
updates on processes already in production.
The main focus
is both securing a solid and scalable
platform as well as governing the
main controls related to deploying
Business Automation.
The key responsibilities of IT
Strategic
dimension
Demand generation and value dimension
Implementation
dimension
Organizational
dimension
IT and systems dimension
Operational
dimension
21. Organizational
impact
management
Training &
awareness
Change
Management
CoE management
Data driven
decision making
Workforce
transformation & support
Opportunity
generation
Opportunity
assessment
Business
automation
re-usability
Implementation
prioritization
Benefit
realization
tracking
Business Automation Operating Model (detailed)
Business
automation project
management
Automation
configuration
Automation
implementation
Performance
monitoring &
scheduling
Technical
environment
support
Service desk
Change
management
Continuous
improvement
Business
Automation & IT
interlocking
Operational
vendor value
management
Value assessment & tracking
Preparation & implementation Operational excellence
IT and systems dimension
Automation
strategy
development &
maintenance
Automation
roadmap
management &
alignment
Portfolio &
planning
Innovation &
incubation
Strategic supplier
management
Strategy & sourcing
management
25. 25
Ongoing Low-code implementations
Dispatching application for transport related incidents on the road.
- Real time management of incidents & accidents
- Dispatching of supervisors and technicians on-site.
- Field technicians uses a tablet for documenting the resolution and the context of the incident.
- Pictures are taken on-site and used for follow-up.
Transport company
Benefits:
- Omni-channel, real time integration between the dispatching and the
field technician.
- Easy to use, 1 platform integrates many other systems to ensure
simplicity for end-user.
- Logging of all activities, Checklists, communication with third party
providers (vehicle towing, specialized mechanics, etc… )
26. 26
Ongoing Low-code implementations
Quote Management application:
- Available for customers and agents.
- Service Request Catalog UI, adapted to the specific business case.
- Gather Necessary data for the creation of the quote in a ‘Wizard’ like interface.
- Backend integration with SAP and pricing application to get prices, and execute calculations.
- In pre-defined cases, the user received the quote in near real-time (incl PDF).
- When needed approval is streamlined in the platform.
Road Construction company
Benefits:
- Automated creation of quotes for use in the ongoing business
processes.
- Service improvement “From days to minutes “, and a traceability that
was not possible before.
27. 27
Ongoing Low-code implementations
Health and safety application:
- Goal: improving the safety of industry workers operating dangerous machinery
- Checklist for post-incident review
- Proactive audits
- Reporting on recommendations, safety issues
- Publication of findings (Cross company workflow: legal, Intellectual property, etc…)
Manufacturing company
Investment fund follow-up:
- Goal: enforcing the “two-man rule” for high importance financial operations
- Checklisting of the constraints and follow-up activities. (Ensure completion)
- Two-man rule (enforce correctness)
- Reporting and traceability (enforce compliance)
Financial company
28. 28
Region Midtjylland:
Fully compliant Business
Automation-initiative
& 40-50.000
hours saved
The challenge
- Large and complex organisation with a number of local automation initiatives
- Rookie-mistakes repeated – no sharing of lessons learned
- No compliance or clear governance model
- Selecting a platform and defining a toolbox to cater to all local initiatives.
- Putting a centralized operating
Main benefits
- Fully compliant Business Automation-initiative scaled globally
- The organization has achieved a professional capability in automating processes, thanks to the
enterprise platform and operating model.
Hospital Group
30. Devoteam Belgium is a partner or works* with the
following vendors for Low-Code/No-Code application
development.
Our partners for RPA
*
31. Clear vision &
ambition
Barriers for successful Business Automation
Clear vision &
ambition
IT on board
Business
Sponsor
Operating
Model
LEAN-Agile
collaboration
IT on board
Business
Sponsor
Clear vision &
ambition
Operating
Model
LEAN-Agile
collaboration
IT on board
Business
Sponsor
Clear vision &
ambition
Operating
Model
LEAN-Agile
collaboration
IT on board
Business
Sponsor
Clear vision &
ambition
Operating
Model
LEAN-Agile
collaboration
IT on board
Business
Sponsor
Clear vision &
ambition
Operating
Model
LEAN-Agile
collaboration
Confusion, no
transformational
impact
No scale
Slow pace,
operational risk
Ad hocracy/
Anarchy
Inertia,
slow learning
IT on board
Business
Sponsor
Clear vision &
ambition
Operating
Model
LEAN-Agile
collaboration
SUCCESS
Inspired by Knosters ‘model for managing complex change’
A number of factors needs simultaneous attention to make it work.
IT on board
Business
Sponsor
Operating
Model
LEAN-Agile
collaboration
32. Introducing Business
Automation into any complex
organization will to some
degree be disruptive
Main lessons learned from scaling
automation
❑ Align with / connect to vision or strategy to avoid ‘false starts’
❑ Develop methodologies and standards from the outset
❑ Involve risk & compliance people to accelerate
❑ Pipeline mgmt. is the new discipline and an ongoing activity
❑ Work on increasing awareness around the technology
❑ Upskill own employees – but get help from professionals
❑ BA can be applied across the enterprise (it is global)
❑ Speed is key – so is a solid framework
❑ Work with the basic patterns for good SW design
❑ Standardize and automate the infrastructure/maintenance part
❑ Agile methodologies should be applied. Can in turn boost
agility.
❑ Prepare to expand the toolbox (forever)
❑ Culture (mostly leadership culture) is the biggest bottleneck.