Aberdeen Group presentation at Spare parts 2013Copperberg
"Covergence 2012: People and Parts Linked Together To Solve Customer Issues" Aberdeen Group presentation at Spare parts 2013
More information http://www.sparepartseurope.com/
You can get a single, consolidated view of the entire relationship
(across Lines of Businesses and multiple connections within LoBs) of
the customer and gather the context and information needed to
design eective loyalty programs targeted at enhancing customer
experience.
i-Statement has new, unavoidable marketing ‘real-estate’ that is
many more times eective than other customer touch points. Using
this, you will be able to deliver a range of marketing messages based
on customer prole and spend patterns – far more interactively and
eectively than many traditional advertising touch points like press
ads, hoardings, direct mailers and so on!
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Aberdeen Group presentation at Spare parts 2013Copperberg
"Covergence 2012: People and Parts Linked Together To Solve Customer Issues" Aberdeen Group presentation at Spare parts 2013
More information http://www.sparepartseurope.com/
You can get a single, consolidated view of the entire relationship
(across Lines of Businesses and multiple connections within LoBs) of
the customer and gather the context and information needed to
design eective loyalty programs targeted at enhancing customer
experience.
i-Statement has new, unavoidable marketing ‘real-estate’ that is
many more times eective than other customer touch points. Using
this, you will be able to deliver a range of marketing messages based
on customer prole and spend patterns – far more interactively and
eectively than many traditional advertising touch points like press
ads, hoardings, direct mailers and so on!
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Movius is a mobile cloud company addressing
enterprise mobility challenges that are associated with BYOD ( Bring Your Own Device) , employee privacy, and compliance. Bring your own device (BYOD) is growing fast, and we enable businesses and their employees to be able to manage a second (or additional)
business line(s) on a single device, without the need for multiple sims or plans through our Movius App. This provides employees with full separation of all aspects of business and personal use including separate contacts, voicemail, SMS and recording capabilities.
Now companies are able to increase employee efficiency, simplify BYOD management, maintain compliance, lower telephony costs, and improve employee and customer satisfaction. The Movius app allows employees to make and receive work related calls and texts on
a second company-managed number giving control back to the enterprise while providing flexibility and convenience for employees. We also provide an easy to use management portal that allows administrators to easily provision company-managed numbers, monitor
employee mobile voice, text, and data usage, and configure policies to control communication costs. Mobilizing your workforce with an enterprise BYOD program offers many benefits, including reduced telecommunications costs, greater business agility, and happier,
more productive employees. Movius can add to the success of your BYOD initiative by helping you implement a program that is cost-efficient, compliant, compelling to employees, and easy to manage and scale.
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Movius is a mobile cloud company addressing
enterprise mobility challenges that are associated with BYOD ( Bring Your Own Device) , employee privacy, and compliance. Bring your own device (BYOD) is growing fast, and we enable businesses and their employees to be able to manage a second (or additional)
business line(s) on a single device, without the need for multiple sims or plans through our Movius App. This provides employees with full separation of all aspects of business and personal use including separate contacts, voicemail, SMS and recording capabilities.
Now companies are able to increase employee efficiency, simplify BYOD management, maintain compliance, lower telephony costs, and improve employee and customer satisfaction. The Movius app allows employees to make and receive work related calls and texts on
a second company-managed number giving control back to the enterprise while providing flexibility and convenience for employees. We also provide an easy to use management portal that allows administrators to easily provision company-managed numbers, monitor
employee mobile voice, text, and data usage, and configure policies to control communication costs. Mobilizing your workforce with an enterprise BYOD program offers many benefits, including reduced telecommunications costs, greater business agility, and happier,
more productive employees. Movius can add to the success of your BYOD initiative by helping you implement a program that is cost-efficient, compliant, compelling to employees, and easy to manage and scale.
Elevate Your Flexible Workforce Program with a Vendor Management System [Joha...SAP Ariba
Today, as much as 30-50% of an organization’s workforce is considered external. Manufacturing companies use contingent labor and services to quickly meet demand, technology companies to find workers for positions with unique skill sets, and oil and gas companies to combat labor shortages. Behind the scenes, they need total visibility in order to optimize all areas of services procurement including complex spend, workforce quality, regulatory compliance and labor program efficiencies. Fieldglass' Vendor Management System (VMS) can help companies achieve this and more, all while easily integrating with other internal systems to enable a holistic view of both talent and spend.
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Web traffic and campus trends: a multi-institution analysisRobin Paynter
Ordinarily, it is difficult to generalize operational research conducted at one library to the environment of another. Different survey instruments, user populations, and sampling techniques make direct comparisons difficult. Despite these clear differences, libraries continue to use this literature to plan new services. There is a clear need to establish a baseline for comparison. The use of web server log statistical reports and other web analytics may offer this baseline. Such reports are now available to most libraries, and offer a rich, and consistent, look at library user behavior. This data tells a rich story about library use, and offers a valid point of comparison between institutions. The Orbis-Cascade Alliance Research Interest Group presents these initial results as our first collaborative effort. We argue that differences between institutional environments that have long been assumed are now clearly visible in simple metrics such as most-viewed pages, point-of-entry, and peak hours. These points of comparison are analyzed for three types of Alliance libraries: a public and a private four year residential campus, and an urban commuter university. The analysis offers empirical evidence of the commonalities and differences between these member libraries.
Commercial Serials Decision Support SystemsRobin Paynter
Slides accompanied an Oregon Library Association (OLA) / Washington Library Association (WLA) 2008 Joint Conference presentation on commercial serials decision support databases.
Commercial Serials Decision Support SystemsRobin Paynter
Slides to accompany an Oregon Library Association (OLA) / Washington Library Association (WLA) 2008 Joint Conference presentation on Commercial Serials Decision Support Systems.
ACPS 2010, Module 6, Services Innovation
Topic 3
Driving Operational Innovation
Lean Six Sigma and its limitations in driving business model innovation
Evidence Based Research for Social WorkersRobin Paynter
Slides accompanied a NASW-Oregon Chapter 2008 Conference presentation to show professional Social Workers how to do evidence-based research more effectively and efficiently.
Dr Palie Smart, Senior Lecturer in Strategic Innovation Management at Cranfield University, speaking at a workshop on innovation hosted by the West Midlands Regional Observatory in Birmingham on 19 March 2009.
Maximizing service profitability at optimized cost to serve: Next generation ...Genpact Ltd
Stock prices are rising for companies with higher services than product revenue growth, which means that every company should be looking at optimizing their service delivery model for Aftermarket Services (AMS). The proper confluence of people, process, and technology will provide next generation service and business process execution.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Sales presentation created for Veritas Managed Backup Services. Managed Backup Services (MBS) provides the information backup stability and predictability to protect your customer's data, business and reputation.
Roi of online customer service communitiesCentrecom
Consumers have rapidly adopted social media communication technologies and behaviours. Customer service professionals are looking at the possibilities of incorporating these collaborative tools to deliver better customer experiences at a lower cost. This approach seems to have great promise; however, there is little documentation at present on the cost-effectiveness of incorporating social strategies and technologies for businesses.
This presentation, inspired in a previous research study published by Forrester in 2009, aims to give you an overview of processes and touch points to consider if you which to determine the business value of your online communities for customer service and support.
IFMA's World Workplace: Perspectives on the FM Market DevelopmentISS Group
During the IFMA's World Workplace, we had the chance to drive in to the Perspectives on the FM Market Development. Among others, we presented perspectives on:
- The evolution of the Facility Industry
- The drivers for growth in the Facility Management Industry
- Changes in FM delivery Models
- Changing demands require a new way of thinking
In this session we explored innovation as a key driver in efficiently delivering business process operations and effectively meeting the business objectives and goals. Shyam Kerkar, AVP, TCS
Increase Customer Engagement Through Transparency - Forrester ResearchPrashanth Chetty
This Forrester Research report provides precise information on how to increase customer engagement through transparency. It also talks about Smarter Customer Servicing with IBM CM OnDemand.
Growing Interest in Cloud Based Digital Experiences -- An IDC and IBM Digital...IBM Digital Experience
As marketing, commerce, and customer service continue to shift to digital channels — and as an increasingly greater share of an organization's revenue comes from digital business — organizations have become acutely aware of the need for an enterprise digital experience platform. Such a platform enables them to quickly and cost effectively create, manage, and deliver cross-channel, cross-device digital experiences to their various constituents; measure the effectiveness of the experiences; and optimize the experiences based on analytical insights.
Organizations are increasingly turning to platforms such as IBM Digital Experience on Cloud to meet today's digital business requirements. As IDC's research has shown, organizations that use IBM Digital Experience have realized significant business benefits, including increased revenue and quicker time to market, reduced costs and improved staff productivity, and increased customer and employee engagement.
Join us in this live webinar to:
1. Hear directly from IDC on their latest IBM Digital Experience on Cloud Business Valuation report
2. See live demonstrations of the latest features that IBM Digital Experience on Cloud solutions can provide to companies looking to capitalize on their digital transformations
Soln deck business operations support services_finalAdobe
Dynamically scale business operations to accommodate growth, change management and complexity with Business Operations Support as a Service (BOSS). The result is reduced cost and fewer resources required.
Flexible Cloud-Based Application Management
For today's companies, scaling operational skills and resources in line with business expansion is a constant challenge. The Cloud can offer greater application flexibility, but traditional application management models focus on stability, fixed capacity and service-level agreements, all of which are not conducive to cloud-based environments. In addition, operational support structures are commonly static and not designed for accelerated response times and dynamic changes.
A cloud-based support environment can help your company change and innovate quickly to meet your business needs.
Everyone is talking about cloud computing and Software-as-a-Service (SaaS) these days. Almost every technology vendor has announced a cloud strategy – even the traditional software zealots. But what do cloud computing and SaaS mean for product managers? The impacts are more significant than you may think. From pricing and profitability measurement to sales and marketing, cloud is having a noteworthy influence on the day-to-day activities of product managers.
Leveraging Self-Service Applications to Improve EfficienciesLBi Software
This session will discuss the advantages of pairing self-service portals with critical employee functionality in online benefit enrollment and time and attendance tracking that effectively reduces costs and improves the data quality in HCM solutions. We will discuss and highlight the potential ROI, areas for cost savings and demonstrate the ease of use and integration to packaged HR solutions and legacy systems.
Similar to Topic 1 enterprise pressures and the need for services innovation (20)
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Topic 1 enterprise pressures and the need for services innovation
1. Module 6 Services Innovation 1. Enterprise pressures and the need for services innovation
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7. Customer satisfaction, a common senior management concern, are heavily influenced by service-related attributes Importance of Key Service Attributes To Overall Customer Satisfaction Source: IBM Survey & Analysis Research suggests that after a negative customer call center experience, 86% of customers are unlikely to buy again and 83% of customers are unlikely to recommend the company to others Source: Factiva. Product support via the web Paid product support after the purchase Ability of the retailer to provide service Warranty coverage Free product support after the purchase Product support via toll free number Return policy Financing at purchase Programming capabilities Delivery service Ease to redeem warranty Compatibility with the Internet or other products Ease of set up
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9. Leaders recognize that real changes in service are both possible and profitable Case Study Provided service engineers with a 360° view of customer information 6% productivity increase 8% reduction in operating costs On track to save $100m over ten years Results Adopt a customer-centric approach across the entire service value chain Reduce costs through process improvements in planning and scheduling, service delivery, parts management, and contract administration and billing Increase profitability Transformation Objectives Inadequate visibility to all aspects of the data across the service value chain Too costly Make better use of services organization, but constraints of increasing staff or assets existed Transformation Drivers A leading provider of office technologies needed to drive growth in its services organization, but did not have the budget to increase headcount or investment in this division Case Study Launched a separate services division Projected first year incremental revenue $200-$300m Longer-term objective is a $1.0 billion business within 5 years Results Develop a service-based business to provide value to customers through risk sharing, access to key skills and technology, lower cost and more predictable time to market Establish a value-based pricing model leveraging the firm’s existing capabilities and intellectual property Transformation Objectives Flat market growth Two major potential growth market segments (computers and communications) were faltering Growth opportunities unavailable without a fundamental shift in the business model to improve the value proposition to customers Transformation Drivers A microelectronics supplier needed to redefine its business model and value proposition to customers in order to drive services growth Source: IBM engagement experience
10. Previous efforts to transform service have often been hampered by problems “ I have worked in services companies and product companies. I will state unequivocally that services businesses are much more difficult to manage …the skills required in managing services processes are very different … the business model is different . The economics are entirely different.” Lou Gerstner Former Chairman and CEO of IBM “ Who Says Elephants Can’t Dance” Service Innovation Barriers Source: Forrester Research
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13. Enterprise pressures and opportunities IBM Global CEO Study 2006, multiple answers permitted IBM Global CEO Study 2010, point allocations products/ services/markets operations (processes) business model they must achieve... and want to innovate their... 2006 2010 In IBM’s interviews with hundreds of CEOs, they said: revenue growth cost reduction asset utilization risk management 20% 40% 60% 80% 100% 20% 40% 60% 80% 100%
14. Enterprise pressures and opportunities commoditization pressures new/increased competition global market opportunities adjacent market opportunities global volatility & disruption competing business models 65% 13% 22% CEOs: Extent of fundamental change needed over next two years A lot Moderate Little or no IBM Global CEO Study 2006
15. What could you do if all objects were intelligent… … and connected?
16. It’s time to take advantage of…. smart objects the connectedness of everything supercomputing for everyone information put to work collaboration & co-creation the marketplace for expertise the virtual corporation
17. products services business processes business models management and culture policy and society 35% CEOs/Leaders 24% Functional Mgrs 14% Division Mgrs 27% No Owner CEOs’ View: Primary Responsibility for Innovation Leadership It’s time to innovate IBM Global CEO Study 2006
18. How are you capitalizing on the new tools of innovation — and combinations of those tools — to differentiate your products ? And how are your competitors doing so? Are your products smart ? Do they talk to each other? How do they provide you additional data about your customers’ purchase, use and disposal of your products? products << Back to Chart #6 HONDA has become the first car manufacturer to equip vehicles in the United States and Canada with an in-car navigation system that uses an advanced speech recognition interface and text-to-speech capabilities. The system allows drivers to simply say city and street names in their natural voice to receive turn-by-turn voice guidance to their destination. MAYO CLINIC physicians, physicists and engineers developed a new MRI coil that improved hand and wrist imaging. Each one was originally hand built, but IBM engineers collaborated with Mayo to turn the MRI coil into a manufacturable product, while preserving its industry-leading imaging capability.
19. How can new business and technical capabilities deliver higher value to your customers? What can personalization, real-time analytics, self-service, and network-enabled services do to differentiate your company? Is your customer care as responsive and as cost-efficient as it could be? services << Back to Chart #6 BOULANGER , a French electronics retailer, needed to distribute new information daily about products and offers to its stores and consumers. It can now update Internet, store, and catalog systems simultaneously, making it easy to create cross-selling and up-selling opportunities. Energy company OXXIO will work with IBM to provide their customers with a digital meter that can be read remotely. Consumers linked to the Oxxio network will not need to send in meter readings manually. This innovative "smart meter" will help consumers save energy by managing usage at home and decrease the risk of late or inaccurate invoices.
20. How can you conceive of, implement, integrate and manage your processes for competitive differentiation ? Is your supply chain the most productive and efficient in the industry? Does your CRM system produce the highest customer satisfaction? Is your product development achieving the best time-to-market? Are your finance and accounting costs the most effective? business processes << Back to Chart #6 JABIL CIRCUIT has a 55,000+ workforce in over 40 facilities around the world. Acquiring additional plants required the integration of disparate processes. Building a core set of processes for its plants yielded 60% reduction in integration time and increased flexibility in implementation sequencing. AAA CAROLINAS had to expand its business, lower costs and improve customer service to compete in a national market. The AAA affiliate embraced an IBM-based service-oriented architecture solution that enables it to cross-reference customer data and create cross-promotional marketing campaigns. This helped result in a 60% customer acquisition and retention spike.
21. How can you use innovation tools and collaborative approaches to overturn the conventional wisdom ? How can you combine those tools and new ways of thinking to increase productivity , generate revenue, approach customers, and leverage your partners ’ scale and expertise? How do we make you the disruptive force in your industry? business models << Back to Chart #6 PARCELHOUSE , a logistics solution provider, was growing fast and its systems couldn’t support growth. They deployed e-business hosting for a flexible platform with pay-per-use cost structure resulting in a 200% user increase without raising costs -- 80% cheaper than in-house. DELTA FLUID PRODUCTS , which makes valves and fittings for gas lines and other critical environments, wanted to be the first in the industry to provide same-day delivery. IBM and Business Partner Frontline helped make that a reality by fitting the UK company with an enterprise-wide ERP system that has helped the client get a 20% reduction in inventory, a 30% increase in inventory turnover, and faster customer service.
22. What’s getting in the way of truly differentiating your company? Are there legacy behaviors , unnecessary financial models , and organizational structures that can be reengineered? How can we use your partnerships, new models and practices, and IBM’s assets – and our own experience – to help change the way your company works ? management & culture << Back to Chart #6 VÄGVERKET , Sweden's National Road Administration, expects to reduce traffic, increase accessibility, improve the environment, and raise funds for other initiatives through a new road-usage solution that charges a small fee for driving in central Stockholm. NORTEL and IBM established a joint development center to design and develop a next-generation suite of communication products and services for the global needs of our joint customers. This has resulted in new levels of R&D collaboration, reduced R&D costs, and the ability to quickly introduce a broader range of products.
23. What potential exists in partnerships with other companies, governments, and nonprofits to create breakthrough innovation? How are schools preparing the next generation of your employees? How are regulations and policies enabling open collaboration and shared intellectual capital? How can we innovate together ? policy & society << Back to Chart #6 IBM has joined AUTOSAR , a consortium of automotive companies and technology firms devoted to standardizing a platform for in-vehicle, electrical/electronics and software systems. As a Premium Member, IBM is working with AUTOSAR to create and to implement open standards in vehicles. The NATIONAL DIGITAL MEDICAL ARCHIVE stores digital images in a single, accessible database, which doctors and researchers use to find patterns in the images from mammographies. Those patterns can lead to accelerated treatment and prevention strategies in the fight against breast cancer. Individual patients can contribute to the project, access and manage their own records, and share them with the doctors they choose.
26. Enterprise pressures and opportunities Percent of consumers switching brands at purchase due to online information Access to online information negatively affects brand loyalty as consumers switch brands at purchase... ...compounded by their willingness to purchase products from nontraditional providers. American Interactive Consumer Survey, 2002, Dieringer Research Group. 4,000 survey respondents, all from U.S., combination of online and clicks and mortar shoppers, as reported by IBM Institute for Business Value, The Specialized Enterprise commoditization pressures adjacent market opportunities global volatility & disruption competing business models global market opportunities new/increased competition Cars Music Movies Brokers Games Airlines << Back to Chart #3 UK Germany France Italy
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29. Enterprise pressures and opportunities commoditization pressures new/increased competition competing business models global market opportunities International Monetary Fund, World Economic Outlook database, Sept 2005 ; Centre for Research on the Epidemiology of Disasters/ISDR adjacent market opportunities global volatility & disruption Global reported economic damages from disasters Average spot oil price << Back to Chart #3 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 US$/barrel 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 US$* *noncurrent value
30. Enterprise pressures and opportunities commoditization pressures new/increased competition global market opportunities adjacent market opportunities global volatility & disruption competing business models Of CEOs already focused on business model innovation... ... 83% think it likely that changes in a competitor’s business model will change their industry Likelihood that changes in a competitor’s business model could result in a radical change to the entire landscape of the industry. (percent of business model innovators; values rounded) IBM Global CEO Study 2006 << Back to Chart #3 45% Somewhat likely 38% Quite likely 17% Not at all likely
31. the connectedness of everything supercomputing for everyone information put to work collaboration & co-creation the marketplace for expertise the virtual corporation smart objects << Back to Chart #5 logic memory hard disk storage While the number of transistors per square inch on integrated circuits doubles roughly every 18 months (Moore’s Law)... ... more storage can be purchased each year for the same price. Semiconductor Industry Assoc. ; Seagate (as reported by IBM Institute for Business Value: The Specialized Enterprise ); Pricewatch
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33. supercomputing for everyone information put to work collaboration & co-creation the marketplace for expertise the virtual corporation smart objects the connectedness of everything << Back to Chart #5 Internet World Stats 0.4% of world population 15.7% of world population
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35. information put to work collaboration & co-creation the marketplace for expertise the virtual corporation smart objects the connectedness of everything supercomputing for everyone << Back to Chart #5 Global forecast of grid computing spending, 2003-2008 $ Billions IBM Institute for Business Value, The Specialized Enterprise
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37. collaboration & co-creation the marketplace for expertise the virtual corporation smart objects the connectedness of everything supercomputing for everyone information put to work XML = Extensible Markup Language ETL = Extract, Transformation and Load << Back to Chart #5 EIM Customer Data Integration EIM & Master Data Management EIM Technology: Analytics EIM & Compliance EIM Technology: ETL Strategic Metadata Management EIM & Enterprise Architecture EIM Organization EIM Technology: XML EIM Governance Enterprise Information Management Maturity Level and Self-Assessment for All Regions Rating (scale of 1 to 7) ” Gartner Study on EIM Highlights Early Adopter Trends and Issues ,” by David Newman, Feb 7, 2006 4.40 4.50 4.60 4.70 4.80 4.90 5.00 5.10 5.20 4.95 4.78 4.84 4.86 4.83 5.10 5.05 4.82 4.68 4.78
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39. the marketplace for expertise the virtual corporation smart objects the connectedness of everything supercomputing for everyone information put to work collaboration & co-creation << Back to Chart #5 Business partners Customers Consultants Competitors Associations, trade groups, conference boards Academia Internet, blogs, bulletin boards Think tanks Other R&D (internal) Sales or service units Employees (general population) IBM Institute for Business Value, CEO Study 2006 5% 15% 25% 35% 45% 45% 35% 25% 15% 5% CEOs: Sources of new ideas and innovation “ We have...today a lot more capability and innovation in the [competitive] marketplace...than we [could] try to create on our own.”
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42. smart objects the connectedness of everything supercomputing for everyone information put to work collaboration & co-creation the marketplace for expertise the virtual corporation << Back to Chart #5 $ Billions CAGR 102% Web-services-based professional services forecast IBM Institute for Business Value, The Specialized Enterprise
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Editor's Notes
In 2006, CEOs were most concerned with issues like revenue growth, cost reduction, asset utilization and risk management. In this most recent survey, those issues didn’t go away by any means, but we dug a little deeper this time to find out how they thought they were going to be able to achieve those goals. Two-thirds of them said definitively that they’re looking to innovate. But they didn’t all agree about what they needed to innovate. Those who are looking to innovate their business model seemed to feel that products and services can be copied, but the business model is the true differentiator. The business process innovators think that’s the toughest thing for the competition to duplicate, so that’s where their competitive advantage will lie. Meanwhile, the product and service innovators are afraid that innovations in processes and business models are too ephemeral for their tastes. [Click NEXT to discuss the various pressures and opportunities facing enterprises today]
Let’s take a closer look at the environment enterprises of every size face today. Some of it can feel like relentless pressure, but in many instances, there’s a flip-side for growth and opportunity. Commoditization is factor for almost every industry, whether products or services Competition can today come from halfway around the world – and from companies that used to be partners, distributors, suppliers or from enterprises that were until recently in completely different channels and industries Just as competition can come from anywhere in the world, so can revenue, even for small companies. In fact, half of the exports from some of the world’s leading economies now go to emerging economies. Competition may come from unexpected sources, but nowadays so can new market opportunities – thanks to improved analysis, flexible distribution channels, and faster time to market capabilities. These opportunities are now available, in part, because of the increased integration of the world’s economies, societies, and information – but this same interrelated nature of the world means that when disasters and price fluctuations occur in part of the world, it can create effects almost immediately, almost anywhere. And, increasingly, alternative business models that can provide another industry player with competitive advantage have to be considered both a threat and an opportunity for an enterprise today -- depending on their flexibility and openness to change. In IBM’s recent global survey of CEOs, 87% predicted they needed to enact moderate to major change in their organizations in the next two years to address the pressures and opportunities before them. [Click on any of the categories on the left for more information about that item – OR – NEXT to advance presentation to demonstrate new capabilities available ]
[NOTE TO PRESENTER: next 2 slides will display automatically] To address all these complementary and competing issues, companies today can’t just do the same things they’ve been doing, only better. Or even just adopt the latest improvements they see elsewhere, although that’s sometimes the price of entry. To put itself ahead of the pack, a company has to differentiate itself. It has to apply new capabilities in ways that get at the heart of what this company does best, or can do best, and leave its competitors in the dust. There’s never been a better time to do this, because – along with these pressures and opportunities we’ve been discussing – there are some amazing new capabilities that are now available to enterprises of every size, in every field of endeavor. [following slide displays automatically]
For businesses and institutions everywhere, there have never been so many new possibilities at our disposal -- a whole new generation of tools, techniques and models has come of age: Innovation enablers that are more powerful, affordable and accessible than ever before. Consider just a few. Smart Objects : They’re so common, we almost take for granted how much smaller the components of computing have become and, at the same time, how much more powerful they are getting all the time. They’ve also become so low in cost, we can use them in almost everything. They’re so abundant, they’re almost disposable, which makes the decision to use these components even easier, even for throw-away purposes. Connectedness of Everything : Another capability that’s available today is the vast interconnected web of people and things. We already have a billion people online, and we’re approaching the point where we’ll have a trillion machines, devices, and other objects connected as well. Supercomputing for Everyone : Supercomputing is an area you would expect IBM to be talking about. But what’s really different today, however, is that you don’t need to be a big Fortune 500 company or a government to access the power of supercomputing. It’s now available to companies of every size, in every industry – even individuals. Information Put to Work : The amount of data that gets generated every day is just phenomenal. But it wasn’t until recently that we actually had the capability to make effective use of all that data. In fact, we’re quickly getting to a situation where enterprises are getting a handle on all their data and are very close to getting real business intelligence from it, thanks to new technology, advanced analytics and the mass adoption of standards. Just as networking standards made the Internet possible, so data and process standards in financial services, manufacturing, retail and virtually every other field are unlocking insights, answers — and revelations. Collaboration and Co-creation : New kinds of relationships in business are creating a new understanding of how intellectual capital can be created and managed in ways that’s very different from the old notions of idea creation and ownership. Marketplace for Expertise : We already know the importance of seeking economies of scale in growing a business. The next advance is going to be what might be considered “economies of expertise,” where the wide variety and availability of different kinds of skills and expertise can be accessed 24 hours a day, 7 days a week. Virtual Corporation : People use to talk about the virtual corporation about the same way they’d refer to the paperless office. And it was about as believable. But thanks to many of the capabilities mentioned here, it somehow went from hype to reality, almost overnight. [Click on any of the categories on the left for more information about that item – OR – NEXT to advance presentation to demonstrate different kinds of innovation]
All the capabilities we’ve just mentioned are the elements that enable innovation. But applying them is not, by itself, innovation. Innovation comes when you take those elements, integrate them with your products, your operations and your corporate culture. You combine them in a new ways with some new thinking about why you’re in business and what you have to offer your customers, and then you can start to tackle the things shown here on the left. We’ll walk through each of those. On the right, you can see how CEOs responded in IBM’s most recent global study. Who’s responsible for implementing innovation in the company? Over a third of the CEOs say they and their direct teams are. Others spread the responsibility around, and more than a quarter of CEOs admit that there really isn’t anyone driving an innovation agenda for their organizations. There isn’t necessarily a right answer here, though it obviously requires a commitment and a focus from corporate leaders, or else it just won’t happen. But it can’t just be another top-down initiative like “quality” and “excellence” and such things we’ve seen before. That’s because innovation requires collaboration, it requires openness and a willingness to “let go to grow.” In other words, every part of the company has a part to play if an enterprise is to be an innovation organization. And it’s only with a cross-company focus that you’re able to innovate the following ways... [NEXT to discuss innovation in products]
In a world of commoditized goods, some companies are developing and bringing to market products that stand out -- in feature, function, cost, availability, or just in being in the right place at the right time. They’re able to do this by applying advanced technology in both product design and in product features... ...and also by innovating in products through collaborative relationships with developers and other companies. [NEXT/CLICK to reveal HONDA example] [NEXT/CLICK again to reveal MAYO CLINIC example] [NEXT slide to discuss innovation in services]
The services companies that distinguish themselves will be those that do two things well: 1) they customize – especially when their competitors offer one-size-fits-all; and 2) they cut prices – and thereby beat their rivals who aren’t capitalizing on the new tools of innovation. Similar to the “grow-revenue-while-cutting-costs” imperative, these two approaches to success in services would seem to be at odds, except for the possibilities now available from technology and in business models. [NEXT/CLICK to reveal BOULANGER example] [NEXT/CLICK again to reveal OXXIO example] [NEXT slide to discuss innovation in business processes]
To create more than just innovative products and services, and instead produce, deliver and sell them in innovative ways requires some rethinking across the company. One of the ways to do that is to look at the company not as a collection of brands or vertical silos, but as a set of process components that can be extended, shared, and even outsourced to maximum effect. By combining advanced technology and leveraging industry-specific expertise, an enterprise can manage its business needs at a lower cost and with greater flexibility to address new challenges and new opportunities. [NEXT/CLICK to reveal JABIL CIRCUIT example] [NEXT/CLICK again to reveal AAA CAROLINAS example] [NEXT slide to discuss innovation in business models]
With business rethought as a set of components, and the transformation itself being provided by someone like IBM, the next step many companies take is to re-cast their actual business model, the basic design and operation of their business. It’s far easier to do this today than it used to be, thanks to capabilities such as global integration, new kinds of expertise, and new forms of collaboration. And by doing so, a business can concentrate on the one or two aspects that differentiate the company. It can even rethink them, along with whatever legacy notions of ownership, sales and trade still left over from the twentieth century’s industrial economy that may no longer be useful. [NEXT/CLICK to reveal PARCELHOUSE example] [NEXT/CLICK again to reveal DELTA FLUID PRODUCTS example] [NEXT slide to discussion innovation in management and culture]
This is the hardest part of enterprise innovation, naturally -- because this is where the human element comes into play. It requires deliberate choices on the part of management to reward risk-taking -- and risk-sharing. It requires a culture of empowerment and enablement, and a strong bias in favor of collaboration. Instead of doing everything itself, an enterprise today needs to build collaboration into its process, to constantly unlock new ideas. Instead of hoarding intellectual property, it may be better to leverage -- and refresh and contribute to -- common stores of intellectual capital. [NEXT/CLICK to reveal V Ä GVERKET example] [NEXT/CLICK again to reveal NORTEL example] [NEXT slide to discuss innovation in policy and society]
As corporations innovate in these multiple dimensions, it raises broader implications -- for privacy, piracy, digital rights, intellectual property, global trade and more. These days, in our increasingly interconnected world, innovation as we’ve been describing it pretty soon leads you to the dimension where innovation impacts on policy and society It will often include the entire ecosystem of players and participants: people in academia and government; researchers and advocates; employees, managers, and shareholders. It covers a lot of subject-matter territory, too. Everything from workplace practices, education, and supply chain responsibility, to intellectual property, trade and financial regulations, and issues of safety and security; as well as issues and practices that haven’t even yet been defined. [NEXT/CLICK to reveal AUTOSAR example] [NEXT/CLICK again to reveal NATIONAL DIGITAL MEDICAL ARCHIVE example] [NEXT slide to close]
Just about every industry faces commoditization pressures. Some companies can differentiate themselves by selling commodity products or services more efficiently, in greater volume and more profitably than any other competitor. Other companies must work to differentiate their products and services with added and higher value, to avoid commoditization. [NEXT slide to discuss “new/increased competition” -- OR – CLICK on “commoditization pressures” to return to the menu]
We’re used to thinking of the Internet opening up all sorts of possibilities for businesses in every category – but going from “bricks” to “clicks” can also mean you no longer have a captive audience. And the Internet isn’t the only place where all this other consumer choice takes place. Companies are looking to enter adjacent markets but that means new competitors are entering the field every time. Cable companies now provide telephone service. Barnes & Noble faces competition online from Amazon.com and from the Wal-Mart store down the road. And what used to be very strict demarcations between financial institutions are now all over the map. [NEXT slide to discuss “global market opportunities” -- OR – CLICK on “new/increased competition” to return to the menu]
It’s not all bleak news and “survival of the fittest.” For example, we’ve heard a lot about how globalization increases competition a thousand-fold – but it also increases opportunity just as greatly. And, as these facts show, developing countries have as much or more potential as emerging markets as they do as suppliers. Half of the exports from some of the world’s leading economies now go to emerging economies. And the European Union is now exporting twice as much to emerging economies as they are to the U.S. and Japan – combined. [NEXT slide to discuss “adjacent market opportunities” -- OR – CLICK on “global market opportunities” to return to the menu]
Mobile phones are a good example of how product and service offerings can evolve into new markets, because they’ve become so prevalent in both mature and emerging economies, and people are still trying to figure out all the ways they want to be able to use their phone, for what purposes. For example, in the U.S., one survey shows that so far only about 4 percent of cell phone users use their phones to download and listen to music, but already nearly one in five users outside the U.S. do so. 1 [NEXT slide to discuss “global volatility & disruption” -- OR – CLICK on “adjacent market opportunities” to return to the menu] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1 TNS Global, reported in Research Alert, Nov 18 2005
You only need to read the headlines of any newspaper – whether that’s the front section or the business section – to know that the increasingly interconnected nature of the world means any major event can have global implications within hours, even minutes. Whether these events are occurring more frequently or not can be debated. But the question itself may be immaterial. The end result is still a greater frequency of global causes and effects, whether that’s due to geopolitical crises, natural disasters, local regulation of global enterprises, or the broad societal and demographic shifts that affect mature economies, developing countries, and the diversity across the planet of races, religions, beliefs and aspirations.. [NEXT slide to discuss “competing business models” -- OR – CLICK on “global volatility & disruption” to return to the menu]
In my opening slide, I pointed out that the CEOs we surveyed were focusing their innovation priorities in three areas, primarily: products or services; operations, which include their business functions and processes; and business models. Of those CEOs who were looking to revamp their business models to give themselves a competitive advantage, 83% were worried that a competitor might beat them to it. These are obviously CEOs trying to steer their way to success in some highly competitive industries. Increasingly, however, one has to ask: What business models today don’t face pressures from new entrants with new models and fresh approaches? And if any such industries exist -- what kind of margins do they have today compared to yesterday? [CLICK on “competing business models” to return to the menu]
Moore’s Law is a concept we use in the technology business to describe the doubling rate of technological development using the example of the complexity of an integrated circuit, with respect to minimum component cost. Or, to put another away, over the last several decades, the technology industry has been doubling the computing power of those chips and storage discs we’ve been putting in more and more products for more and more reasons. [NEXT slide for further details -- OR – CLICK on “smart object” to return to the menu]
So we now see microprocessors, RFID tags, controllers, actuators, memory, storage devices and more being embedded in everything from appliances, to shipping containers, to roadways, to pacemakers. We have smart cars, smart pipelines, smart refrigerators -- even smart hearts. Even game consoles, televisions and medical diagnostic devices can do things that used to be the sole province of supercomputers. The new Cell processor we developed with Sony and Toshiba, for example, makes this possible. So our work, increasingly, is to help clients figure out the possibilities and benefits of embedding intelligence into their products and the other aspects of their business – such as their supply chain operations and or their service delivery. [CLICK on “smart object” to return to the menu --OR— NEXT slide to discuss “connectedness of everything”]
In considering this new environment, most of us think first of how the Internet connects people all over the world to each other. Far from being a novelty, we now almost take it for granted that we can communicate, collaborate, conduct our work and be entertained, thanks to the Internet. There are more than a billion people online today, and that’s an increase of 170 percent since the year 2000. In places like Africa, the Middle East, and Latin America and the Caribbean, the growth has been over 300 percent in that time. [NEXT slide for further details -- OR – CLICK on “connectedness of everything” to return to the menu]
What’s less obvious – but literally a thousand times more far-reaching -- is the way things themselves are increasingly interconnected as well. Today we have cars, packages, clothes, medical instruments and buildings, all with IP addresses. Pretty soon the number of things networked together will reach a trillion, if it isn’t there already. As a result, people, devices and businesses are generating phenomenal amounts of data compared to what was produced only a few years ago. Our clients can now put this interconnection of everyone and everything to good use for their enterprise. They can sense and respond to opportunities, they can track their inventory, they can repair products remotely, or get ahead of warranty problems before they arise, and they work in distributed global teams. In other words, they really can be an On Demand Business. [CLICK on “connectedness of everything” to return to the menu --OR— NEXT slide to discuss “supercomputing for everyone”]
Grid computing is one of the ways that supercomputing capabilities are being made available to businesses and research organizations without buying and installing a massive mainframe supercomputer. That’s because it works by taking advantage of many networked computers to model a supercomputer. And, as shown here, more and more businesses are taking that advantage. [NEXT slide for further details -- OR – CLICK on “supercomputing for everyone” to return to the menu]
Of course, mainframes haven’t gone away, they’re more popular and being used in more ways than ever. For instance, the world’s most powerful supercomputer today, IBM’s BlueGene/L, is capable of more than 280 trillion calculations per second, is based on IBM’s innovative Power Architecture technology, and runs on the open source Linux operating system. Powerful computers can also be assembled by “virtualizing” separate blade servers or grids of PCs — and can be tapped on demand. And thanks to new visualization capabilities, they can simulate how the real world works — from traffic patterns, to fluid dynamics, to biological systems. [CLICK on “supercomputing” to return to the menu --OR— NEXT slide to discuss “information put to work”]
This chart shows the results of a recent survey by Gartner, in which they asked respondents to rate their own companies’ maturity level in addressing various issues involved in an enterprise-wide information management strategy. They define EIM as a strategy for improving the integrity, efficiency, relevance and accessibility of all information assets – both structured and unstructured content – across an enterprise. Gartner’s conclusion was that an enterprise-wide information strategies are still in the early adopter phase, given the outsized optimistic self-assessments they found on a number of these criteria. However, another, larger conclusion might be drawn from looking at this survey: Those focus areas with the highest perceived maturity level are those with which these companies are already most familiar. That means they’re likely to become basic requirements to do business in a particular industry, the “table stakes” any company will need just to compete. For example, integration of customer data is one of the highest priorities across most industries – except, perhaps, for government organizations, which ranked it lower – but no industry scored as high in its assessment as the financial services industry. That means the rest of that industry is already playing catch-up to the early adopters who have been working toward integrating customer data for awhile now. Conversely, those areas with less attention so far – such as data governance, information organizations that apply across the enterprise, and XML adoption – could still be still fertile ground for staking out advanced positions. [NEXT slide for further details -- OR – CLICK on “information put to work” to return to the menu]
The overall point here is that, while the amount of information is multiplying every day, it’s now possible to integrate data no matter where it's housed -- and to analyze what it's really telling us. And when we do that, amazing things happen. For example, integrating patient records and clinical data can lead to lower healthcare costs and improved treatment. And analyzing the information across a business’s supply chain can lead to higher productivity, efficiency and responsiveness. Every business and institution has troves of invaluable data like this. It's buried throughout the enterprise and extended partner networks -- data about consumer behavior, skills, supply, demand, quality and more. Fortunately, it’s easier to integrate and analyze all that data than ever before, thanks to powerful analytics and the emergence of open standards in virtually every industry. [CLICK on “information put to work” to return to the menu --OR— NEXT slide to discuss “collaboration and co-creation”]
This chart shows all the various answers CEOs gave in our most recent survey as to where they get their best ideas. Notice that they’re seeing almost as many good ideas coming from their business partners as from their employees who work with those partners. And they’re getting about twice as many innovation insights from customers as they are from the sales and service units who work directly with those customers. What they’re realizing -- in some of the ways we’ve learned from our work in open source and open standards, and from many of our joint development projects -- is that we no longer have to create – and own -- everything ourselves, as we once believed. [NEXT slide for further details -- OR – CLICK on “collaboration & co-creation” to return to the menu]
Today, radically new forms of collaboration are possible -- within a company, between companies, with online communities of experts and even with countless unknown individuals in the world. Employees can share ideas and work on projects together with unprecedented ease. Engineers and experts can team with those of another company. And any business can engage with the entire networked world to learn, to capture feedback -- or to turn their customers into co-creators. [CLICK on “collaboration & co-creation” to return to the menu --OR— NEXT slide to discuss “the marketplace for expertise”]
As a consequence of economies of expertise and a flexible, open IT infrastructure linked to the Internet, the best processes are quickly becoming quickly available worldwide. Which means the best experts on those processes – wherever they are – are also now available to a worldwide market. The result will be &quot;industry ecosystems,&quot; affording businesses access to expert business processes from a partner or service provider. What this means for individual companies comes down to some new ways of working their business. More and more, even small companies are seeing the benefit of tapping expertise that’s readily available and world-class. Not just IBM’s expertise in the things we do, but expertise in almost every area, for every possible function, process and skill. And once a company discovers the wealth of expertise available to help it run its business, it’s often able to take the next step and ramp up its own capabilities to offer its own services more widely. [CLICK on “marketplace for expertise” to return to the menu --OR— NEXT slide to discuss “the virtual corporation”]
So when all these other capabilities are put into play, we start to see the rise of what have been variously called “virtual corporations,” or “specialized business,” or the “networked enterprise.” It doesn’t really matter what it’s called; what’s more valuable is that, today, you can actually design, build and manage one. One piece of evidence of that is the growth of these services that can be bought, delivered, and seamlessly integrated within one’s own operations and processes. Part of this development comes from a completely new understanding of what an enterprise is, at heart, and can be. Part of it comes from new models and architectures in technology, especially the rise of service-oriented architectures, which enable an technology infrastructure that can support a mix-and-match, plug-and-play way of building a business from the ground up, or re-engineering it from the outside in. [NEXT slide for further details -- OR – CLICK on “virtual corporation” to return to the menu]
With massive processing power connected by the Internet, easier and more successful integration of enterprises, a wider understanding and acceptance of the need to collaborate, and the new services and service delivery models from new entrants in that market segment... ...it’s now actually possible to create and run a company that can concentrate on the one thing it does best. Companies today can integrate their partners into their business – partners handling everything from supply chain and accounting, to the actual development of the products they sell and the relationship they have with their own customers. This has never been possible before quite to the extent it is now. That’s because, as we said, every one of these elements, and every other element of a business’s operations, has been broken down into components that can be mixed and matched. That helps an enterprise see which components it should do itself and which it can rely on a partner to contribute. [CLICK on “virtual corporation” to return to the menu]