IDC Enterprise Architecture for The 3rd Platform

Digital Transformation Wave:
Adapting Your Organization’s Enterprise Architecture for
The 3rd Platform
Handojo Triyanto
IDC Financial Insights

What I will be talking about
 Digital Business Scene in Asia Pacific
 5 Key Areas to Transform for Digital Transformation (DX) Strategy
 3rd Platform in the Current Digital Age
 Implications of 3rd Platform to the existing Enterprise Architecture
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Explosion of Ecommerce
Asia/Pacific customers are expected to lead the world in shopping online.
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Payments integration can be brought to all online services.
The mashed-up value chain of xCommerce.

Welcome to the World of Channel Diversity
Bank customers are now engaging with banks through more channels – and are finally
active online!
In 2016:
61% of Asia/Pacific
customers are already active on
online (mobile and PC-based
online) channels
16% are active on of a
mobile
banking app. This is expected to
grow to 53% in 2020.
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7
PARTNERS
THIRD PARTY DATA
OTHER INTERNAL INSIGHTS
ME-ANALYTICS
Social Media, Mobile activities,
Personal IoT information, Geo-
location, Time stamps
OTHER ACCOUNTS IN BANK
Family relationships, Institutional relationships,
Brokers, Bill payment arrangements, Wealth
management relationships
Data-as-a-service providers,
Analytics-as-a-service providers,
Marketing Agencies
Retailers, Travel services,
Other lifestyle partners
Risk Insights,
Operational Insights
Source: IDC Financial Insights, 2016
NEW
ECOSYSTEMS
OF DATA
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What’s DX (Digital Transformation) ?
IDC defines:
Digital transformation is the approach by which enterprises drive
changes in their business models and ecosystems by leveraging digital
competencies.
 Using digital technologies to optimize their internal operations
 Using digital technologies to interact with their ecosystems
 Using digital technologies to create products, services, and experiences
that customers want and expect
Most of companies include the Digital Transformation in their strategy

DX is Multifaceted
10
Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
10

Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
Leadership Transformation
11
 Improving AWARENESS and INSIGHT of
business ecosystem
 Employing INNOVATION of business model
 Fostering enterprise-wide CULTURE that
quickly adopts governance and organizational
changes
 Adopting AGILE method for PLANNING and
governance
 Driving organization’s FUNDING and
VALUATION criteria based on enterprise-wide
digital strategies
11

Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
Omni-Experience Transformation
12
Transforming the way people
COMMUNICATE with each other
and with the business products and
services
12

Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
Information Transformation
13
Extracting and developing
THE VALUE AND UTILITY
of information relative to
customers, markets,
transactions, services,
products, physical assets,
and business experiences

Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
Operating Model Transformation
14
Making business operations more
responsive and effective by
leveraging DIGITALLY
CONNECTED products/services,
assets, people, and trading
partners.
14

Leadership
Transformation
Omni-Experience
Transformation
Information
Transformation
Operating Model
Transformation
WorkSource
Transformation
Worksource Transformation
15
 Optimizing the PRODUCTIVITY AND
FLEXIBILITY of the internal and external
contributors to organizational value
 Identifying the RIGHT RESOURCES to
achieve business objectives
 Driving business outcomes by creating a
MODULAR, AGILE STRUCTURE
 Facilitating RELATIONSHIPS
 Maximizing the productivity of
INTERACTIONS
15

3rd Platform
1st Platform
2nd Platform

3rd Platform
1st Platform
2nd Platform
a model for enabling
ubiquitous, convenient, on-
demand network access to a
shared pool of configurable
computing resources (e.g.,
networks, servers, storage,
applications, and services)
that can be rapidly
provisioned and released
with minimal management
effort or service provider
interaction.
Cloud

3rd Platform
1st Platform
2nd Platform
a new generation of
technologies and architectures
designed to economically
extract value from very large
volumes of a wide variety
of data by enabling high-
velocity capture, discovery,
and/or analysis.
Big Data/
Analytics

3rd Platform
1st Platform
2nd Platform
the use of social science
theories and methods,
via specific technologies,
for social purposes; to
ease social procedures
and build communities
via social software and
social hardware.
Social
Business

3rd Platform
1st Platform
2nd Platform
the ability of an
enterprise to deliver
information
technology
solutions to
customers,
employees, partners,
and others working
anywhere on any
device.
Mobility

3rd Platform drives significant changes of architecture
Infra
structure
IT infrastructure is being outsourced, primarily
to the cloud, and is less of a concern for most
enterprise architecture efforts
Complexity
Proliferation of devices, services, capabilities,
and data presents significant complexity and
integration problems. Solve necessary and
unnecessary complexities
Integration
Organizations are moving from being
vertically integrated (silos) to horizontal
integration of externally supplied products
and services. Focus from development to
integration
Sourcing
Sourcing decisions for IT-supported
business functions is increasingly moving
from centralized IT to the lines of
business. Clear for minimum constraint
required from business to IT
Service
Architecture needs to define and specify exactly what
an enterprise service is and how it is created,
provided, and supported to business and end users
Security
The move to the cloud and the
proliferation of devices and channels
expands the exposure to cyberthreats and
complicates potential solutions.

3rd Platform Architecture Domains

High-level 3rd Platform Architecture

Immediate Steps (1st Stage)
Adopt a 3rd
Platform
architectural
Vision
Engage with
all the
Stake-
holders
Outline an
architectural
transition
Road
map
Create an
enterprise
Security
architecture
Create
Guideline for
integration of
SaaS
Create a
conceptual
Data /
information
model
Create a
business
Capability
model
Build
Credibility
from the
entire
organization'
s leadership

Create an
Integration
framework for
all services
Implement an
integrated
approach to
Data
management
Define
business
Value
Streams
Define an
end-to-end
3rd Platform
Application
architecture
Begin to
Advertise
and support a
service
catalog
Shift
architectural
Focus
away from
traditional
infrastructure
concerns
Next Steps (2nd Stage)

Create an ITaaS
architecture and
framework
Begin to offer IT
Capabilities as a
service to
stakeholders
Adopt a PaaS model
for Internal
implementation of IT
services
Implement a
Performance
Framework to
measure business
outcomes, integrated
with other data
management and
analytics capabilities.
Longer Term Steps (3rd Stage)

Asian Financial Services Congress 2011
24th - 25th February 2011. Marina Bay Sands, Singapore
Presenter Name
Email
Tel
Handojo Triyanto
IDC Financial Insights
www.linkedin.com/in/handojotriyanto
htriyanto@idc.com

IDC Enterprise Architecture for The 3rd Platform

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