This document discusses the growth of emerging technologies like software as a service (SaaS), social media, business intelligence and analytics. It notes that starting in 2014, enterprise software markets will undergo major disruptions and growth opportunities. The document also discusses how companies want to adopt emerging technologies like cloud services and mobile apps. However, transitioning to these technologies depends on reducing investments in traditional systems of record. The document advocates that organizations need to be "reborn digital" by overhauling strategies with digital technologies like mobility, big data and the internet of things. It presents HCL's approach to digital systems integration as a journey to help traditional organizations transform into digital enterprises.

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2. Copyright © 2012 HCL Technologies Limited | www.hcltech.com
We all observe the explosive growth of emerging technologies
2
12.3
14.5
22.1
2011 2012 2015
Worldwide SaaS Revenues
11.8
16.9
34
2011 2012 2015
Worldwide Social Media
Revenues
12.9
13.8
17.1
2011 2012 2015
Worldwide BI & Analytics
Revenues
Source: Gartner, Jan 2013 - The Nexus of Forces Changes Everything: Gartner Symposium 2012 Keynote
0
0.5
1
1.5
2
2.5
3
2011 2016
Worldwide Growth of Mobile
Devices by Device Type
Tablets Ultramobiles Notebook PCs
Smartphones Desktop PCs
“Starting in 2014, the enterprise software markets will undergo their greatest level of
disruptions, growth and new opportunities since the year 2000” - Gartner

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Companies desire for Emerging Technology to dominate their
landscape
79%
58%
45%
7%
12%
9%
5%
12%
12%
1%
5%
14%
3% 12%
16%
0
3% 5%5%
15%
24%
2013 2016 2018
Back-end application
simplification
Services orchestration
Systems of engagement
cloud-based services
Systems of engagement
analytics
Smartphone and tablet
management
Smart product, tablet
and phone client app
dev
Systems integration
Traditional
services
Emerging
services
“SAP states that more than 80% of new license sales in recent quarters come from
products that did not exist two years ago. Most of these newer products focus on disruptive
technologies, such as cloud, social, mobile, and analytics” – Forrester, 2014

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But the transition to Emerging Technology is dependent on Systems of Records expenditure halving
45%
79%
41%
18%
14%
3%
2016
2011
Systems of record investments Systems of engagement spending System of Innovation
Source: Forrester, Forrsights Services Survey, 2013
“There is cause for worry about underinvestment in systems of engagement… these systems
need several key technologies, with a critical focus on back-office integration. The survey
reveals that integration with back-office systems is the biggest barrier to system of
engagement delivery – Forrester, 2013

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Organizations that are Born Digital are not restricted by Legacy Technology, Business Process and
Thinking. These organizations are disrupting traditional business models.
5
Business Model
Shifting of value
from Front-end to
Back-end
Innovations
Collaborative filtering for
individual customer
targeting
Competitors Under Threat
Business Model
Digitization of
Media content
Innovations
Digital content
distribution
through internet
Competitors
Under Threat
Business Model
Subscription of
movies vis-à-vis
fee based
Innovations
Digital distribution
of movies on
subscription basis
Competitors Under Threat
All Media
Companies
Business Model
SaaS model of Software
delivery – moving Capex
to Opex
Innovations
Reaching the bottom of
the pyramid in software
service delivery –
eliminating incidents
Competitors Under Threat
Competition is being Amazoned or is looking down the barrel of a Kodak Moment

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Traditional organizations have started adopting digital technologies with varied success.
They need a complete overhaul in their corporate and IT strategy - they need to be “Reborn Digital”
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Traditional Business Model
Lack of automation and
analytics in drilling
Innovations
Changed business
model & impact
Built-in GPS, wind
sensors, motion sensors
and compasses, allows
Shell to drill wells with
new precision
40% fewer workers
required on drilling
ships, 50% faster
construction of oil rigs
Predictive analytics
utilized in drilling
mechanism
Traditional Business Model
Traditional fixed price
facilities management
Changed business
model & impact
Innovations
Expanding service delivery
through e-commerce
platform, cross service
delivery
30% revenue through
e-commerce
Multi-level, multi-channel
facilities delivery
Traditional Business Model
18 different legacy
systems to run
payments
Changed business
model & impact
Innovations
Partnered with SAP to
create a Single platform with
standardized processes for
all payment type
40% Reduction in time to
respond to mandatory
regulatory requirements
Secure straight-through
processing of > than 7.4
billion payments a year
Traditional Business Model
Pharmaceutical
manufacturing, research and
distribution
Changed business
model & impact
Innovations
Tie-up with Nintendo for
delivering Blood Glucose
monitoring system DIDGET
10% faster drug delivery
and better control over
production
Better, enhanced and
superior drug delivery
Traditional Business Model
Traditional manufacturing of
automobiles through LEAN
processes
Innovations
BMW eKanban –
LEAN process
monitoring with
mobility apps
Better, enhanced
production control
10% additional cost
savings in production

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For organizations to be Reborn Digital there has to be a change in the current perception of
digitalization that overlooks creating the right Strategic and Technological platform
7
Digital
Technologies:
Omnichannel
Mobility
Big Data
Collaboration
Internet of
Things
Current Perception
of digitalization
Sources Of
Failure
Is the organization able to envisage a digital business model in its
industry?
Has the organization been able to create a digitalization strategy?
Does the digitalization strategy applied across the value chain or only
the front end?
Are current applications a liability or an asset in the process of
digitalization?
Is data an enterprise wide resource or it is siloed?
Is digitalization impacting the economic value add of the enterprise?
Traditional
Enterprise
Digital
Enterprise

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Digital Systems Integration from HCL has been created as a Journey for a traditional organization to
be Reborn Digital
8
Approach to
DIGITAL SYSTEMS
INTEGRATION
Digital
Discovery
tool set
Co’s Vision
Blue Print
aligned to
Vision
Gaps
Analysis
Digital
Operational
Index
Digital
Systems
Integration
Data FabricApplication Modernization Digital Transformation
HCL’s Digital Systems Integration
HCL toolset to
asses current
status
Vision of the
Enterprise
Blue print to
realize
enterprise vision
To identify the
gaps to bridge
HCL’s DSI
Propositional to
bridge the gaps
Feedback for the
next phase of
transformation
Justification and Prioritization of
digitalization
Creation of a digitalization blue print
for a strategic view of digitalization
Focus on transforming processes
which create the maximum value
Legacy Modernization and Cloud
Enablement
Creation of a seamless Data Fabric
System Integration Approach
1
2
3
4
5
6
DSI focuses on

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Digital Assessment
& Advisory
Start your first step to a digital
journey!
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