The Real-Time Digital Enterprise
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The document discusses the rise of digital enterprises and real-time decision making using new technologies like the Internet of Things, Big Data, analytics. It states that traditional enterprises are under siege and must act now to transform by executing operational processes through predictive automated responses across networks. This will shape new value chains and customer experiences. The digital enterprise of the future will see personalization, integration of digital and physical experiences, and Big Data/analytics as critical differentiators. Companies can make the journey by changing how IT is conceived and funded to drive business innovation over just keeping the lights on. They aim to leverage emerging technologies to strategically differentiate brands, expand real-time data decisions to edges, and build innovative platforms for ongoing competitive advantages.
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The Real-Time Digital Enterprise
- 1. The Real-Time Digital Enterprise New Technologies, New Challenges, New Opportunities Big Data Innovations 2015
- 2. 2 The Real-Time Digital Enterprise 2 2
- 3. 3 …Changing the Business Landscape … Changing products, processes, engagement Lowering barriers to entry Blurring lines between sectors
- 4. …Transforming the Way You’ll Make Decisions and Take Action ...by executing operational processes through predictive and automated response all the way to the edge of the network 4 Shaping new value chains, and new customer experiences
- 5. 5 The Time to Act Is Now Traditional enterprises are under siege… …and the time for digital “experimentation” is over Internet of Things Big Data Advanced Analytics Smart Mobile
- 6. What the Digital Enterprise Future Will Look Like Impacts by 20XX 6 Personalization and Simplification new consumers XBILLION impact of IT $X-XX TRILLION Integration of digital and physical experiences Big Data and Analytics become critical competitive differentiators Free, intuitive, and radically user-oriented products
- 7. Making the Journey to the Digital Enterprise Future By changing how enterprise IT is conceived and funded 7 Drive business innovationXX% XX%Keep the lights on Forrester IT Survey Drive Business Innovation Keep the lights on Increase Innovation • Customer experience • Employee engagement • Resource optimization • Networked economy Decrease Complexity • Decision making • Business-process technology
- 8. 8 Building the Real-Time Digital Enterprise The SAP Vision
- 9. 9 Leverage Technology To Drive Strategic Brand Differentiation New Technologies, New Challenges, New Opportunities Leverage tomorrow’s technology today to drive strategic brand differentiation Expand real-time data-driven decisions to the edge of the enterprise and beyond Build a next-generation platform for ongoing innovation Lower cost and time to market of all future app development Gain a distinct competitive edge in the emerging global digital marketplace
- 10. Thank You
Editor's Notes
- Even in slow economic recovery digitization continues grow. Growth requires becoming an innovative digital business, which is different from substituting new technology for old without changing the way the business works Think of the number of leading companies that have made a statement like: “We no longer just use technology to support our business; now technology is our business.” What’s driving this? Lightning-speed proliferation of sources and volume of data is disrupting the value chain New employee and customer expectations are driving rapid migration of technology from the back office to the front line Knowledge workers are under growing pressure to improve performance and efficiency C-suite executives are under pressure to better and more broadly engage with technology Everything from new production and distribution efficiencies to mass personalized marketing points to an unprecedented need for an enterprise-wide “single source of truth” There’s an inescapable new equation: Data = Value = Data
- Data is the new currency. And like currency, data is fungible. In fact, it’s even more fungible than money. Data enters into and changes businesses. At the same time, the person who best controls data – even a total outsider or new entrant – has the power to disrupt your business. This creates an entirely new business landscape By example, who could ever have imagined that a startup company could enter the market as an OEM in the design and manufacture space and create an alternative dealer network the way that Tesla did competing the major auto manufacturers? It would have been unheard of just a couple decades ago, but digitization has paved the way for this possibility. A digital business can create revenue and results by using…. innovative strategies, products, processes and Experiences It is also about going beyond the confines of traditional industry, product and customer segmentations to find new customer value opportunities. Try to imagine an industry or LOB that’s not affected
- If you have the vision, you can put data to work for you across the enterprise – before someone else does. Integrate and optimize processes globally. Introduce new products and experiences. Compete and achieve at previously unimaginable scale.
- Companies need to move beyond experiments with digital and transform themselves into digital business. 1) Enhance interactions among customers, suppliers, stakeholders, and employees. For many transactions, consumers and businesses increasingly prefer digital channels, which make content universally accessible by mixing media (graphics and video, for example), tailoring messages for context (providing location or demographic information), and adding social connectivity (allowing communities to build around themes and needs, as well as ideas shared among friends). These channels lower the cost of transactions. 2) Improvie management decisions as algorithms crunch big data from social technologies or the Internet of Things. Better decision making helps improve performance across business functions—for example, providing for finer marketing allocations (down to the level of individual consumers) or mitigating operational risks by sensing wear and tear on equipment. 3) Enable new business or operating models, such as peer-to-peer product innovation or customer service. (China’s Xiaomi crowdsources features of its new mobile phones rather than investing heavily in R&D, and Telstra crowdsources customer service, so that users support each other to resolve problems without charge. New business or operating models can also disintermediate existing customer–supplier relations—for example, when board-game developers or one-person shops manufacture products using 3-D printers and sell directly to Amazon.)
- Tech will drive different goals and outcomes in different geographies “Curate” experiences/interfaces to operational geographies down to the level of the single customer Make digital channel central to all customer relationships Integrate and analyze global structured and unstructured data for 360-degree customer view Deliver consistently across channels and functions
- Right now, IT dollars are keeping the lights on (hardware, services, integration, ...); less than one third is available to enable new business innovation. Simplification is key to address reality of technology spend To truly unlock the potential of these new technologies, IT must address complexity as one of the top challenges of our times: To truly unlock the potential of these new technologies, IT must address complexity as one of the top challenges of our times: The success of Apple, Google, and Amazon has proven that simplicity wins. Simplifying the customer IT landscape will significantly reduce costs and speed up innovation cycles. However, many customers are struggling with the layers of IT complexity built up over decades. This complexity is the result of several factors, including the proliferation of hardware and custom applications. These factors have driven up costs for managing the underpinning infrastructure – at the expense of investments in innovation. In addition, these factors have made it difficult for enterprises to adopt and consume innovations. And they have greatly limited a company’s ability to empower people through consumer-grade user experiences. By simultaneously simplifying across three axes: 1) the technology environment (hardware, services, applications); 2) the consumption of software; and 3) the end-user experience, SAP can help customers dramatically reduce their expenditures on hardware and services, shift the savings to business transformation and innovation, and empower their people to drive the future transformation of their businesses.
- Even in slow economic recovery Digital continues to show healthy growth. Growth requires becoming an innovative digital business, which is different from substituting new technology for old without changing the way the business works Lightning-speed proliferation of sources and volume of data is disrupting the value chain New employee and customer expectations are driving rapid migration of technology from the back office to the front line Knowledge workers are under growing pressure to improve performance and efficiency C-suite executives are under pressure to better and more broadly engage with technology Everything from new production and distribution efficiencies to mass personalized marketing points to an unprecedented need for an enterprise-wide “single source of truth” There’s an inescapable new equation: Data = Value = Data