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Andy Mulholland – Global Chief Technology Officer Capgemini

Client Briefing - 2011Business and Technology come together in new ways

2© Copyright Capgemini 2011 All Rights Reserved

The key question for 2011

Don’t just ask what the role of the IT department in the Enterprise should be …

Ask what the role of Technology should be in the Business of the Enterprise


Mean Time between Surprises declines… Globalisation; where and what has to change… New competitors and business models… Consumerisation of Technology; Apple v Corporate IT… New Technology; The Web, The Cloud, Social Networks… Innovation – doing old things in new ways; or ….

A Time of Constant Change


‘Innovation!’ What does it really mean ?

To create VALUE though a new market or product A game changing move that provides sustained first mover advantage

To change COST of production and size of available market A break through in any element of the operation of an enterprise

For SERVICABILITY to secure existing and new customers

Where market or product cannot be innovated service can be used

Defocusing and lost of Optimisation

The immediate and obvious challenge thatany change will bring to an Enterprise

Conway’s Law

Enterprises cannot change beyond the constraints of their communications

The three common forms of innovation

The barriers to innovation

BUT Change is inevitable

Innovation is about controlling the timing and basis of change to be advantageous to our own business


Source; Seizing the White SpaceHarvard Business Press by Mark w Johnson

Source; Seizing the White SpaceHarvard Business Press by Mark w Johnson

Innovation - 19 Technology enabled ‘NEW’ Business Models


The Result is that Business is changing its Agenda

Source: Gartner Worldwide Survey of More than 1,500 Enterprises in autumn 2009Source: Gartner Worldwide Survey of More than 1,500 Enterprises in autumn 2009

7© Copyright Capgemini 2011 All Rights Reserved 7

And CIOs are changing their focuses accordingly …

Source Gartner – Autumn 2010Source Gartner – Autumn 2010

8© Copyright Capgemini 2011 All Rights Reserved 8

And their investment in strategic technologies reflects this…

Source Gartner – Autumn 2010Source Gartner – Autumn 2010


End users autonomy or control – Apple, Web, SaaS– Security, risks, and extent of controls = new policies and training

Services and Clouds – evolution or revolution– A finance issue; Capex v Opex; Or operational issue; Public, Private or Hybrid

Real time Data and Social Networks– A huge benefit to be unlocked, or a further problem around Data

What is meant by ‘at work’– If its not a physical place with fixed provisioned PCs

Book to Bill in an online world– Back office processes extending and connecting externally

Collaborative Agile Business– The decentralised and constantly changing ‘edge of business’

All of which poses some big questions!

Capgemini TechnoVisionThe Vision of how Technology will change your Business


TechnoVision – Technology capabilities driving change

The 21 Specific Clusters of Technology that are drivers of Business change

The TechnoVison Model that SummarisesHow these the Drivers will Impact and Identifiesspecific Challenges and Opportunities

Real-TimeBusinessProcess

Management

HumanMashup

InteractionCLoud Mesh

Execution

Real-TimeInteligence

PackageSector

Solutions

ServiceOrientation

CompositeApplications

AdvancedAnalytics

SmartBusinessNetworks

iPodification SensingNetworks

UtilityBusiness

Infrastructure

BusinesRules!

OpenStandards

Software-as-a-Service

Jericho-StyleSecurity Wikinomics Open Data

RichInternet

Applications

MasterData

Management


The Leveraged Enterprise

SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

CEOCEO


The Digital Transformation of Business

SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO

Decentralisation for Business Optimisation• The need to compete and go to market with new business models• The formation and management of external ‘influences’ / partners• ‘Localised’ geographical and virtual products, become expectations• Real-Time decision making to optimise events and opportunities• Speed, flexibility, agility in resourcing with direct cost allocations• Shift to a pay at point of consumption for what is used

CFOCFO

Business

ProcessOutsour

cing

Business

ProcessOutsour

cingCEOCEO


CFOCFO

Business

ProcessOutsour

cing

Business

ProcessOutsour

cingCEOCEO


SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO

Technologies enabled Decentralisation• A shift from Monolithic Transactional Applications for Back Office procedures

to Granular ‘Services’ front office processes• From Client-Server ‘Systems Integration’ based on tight coupled,

state-full and deterministic architecture to Browser-Cloud ‘Web Services Orchestration based on loose coupled, stateless, and non deterministic Cloud architecture

• From finite internal resources to infinite external resources interconnected by the Internet

• From passive infrastructure to active business platform managingthe decentralisation


CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO


SmartBusinessModels

SmartBusinessModels

BusinessUsers &Manage

rs

BusinessUsers &Manage

rs

CEOCEO

Centralised Enterprise Management• The traditional role of IT and vital to the successful compliant operation

of the Enterprise. The role of the CIO and the IT department was defined around the dangers of decentralisation introduced by the PC in the twenty years ago. The reintroduction of technology and business manager driven decentralisation seems a danger to be resisted



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

The Consumerisation of ITA new generation of ‘digital’ savvy users and their managers

are importing their knowledge and expectations in the use of Web based ‘services’ on a wide variety of devices into their business roles. Just as a previous generation introduced the PC to drive business change this is ‘game changing’ in its impact on the Enterprise



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

Business InnovationA recognition of the emergence of new Business markets and

revenue opportunities created around by a perfect storm of new factors; Globalisation; emergent high growth economies; but most of all by the ubiquitous adoption and deployment of

Technology through all aspects of society



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

New Business ModelsThe combination of the instrumentation of devices, (RFI etc);

the social interaction between people; the interconnection of everything and everyone; leading to the real-time intelligence to support new ways to ‘service’ customers individually, to localise and optimise products as well as react to circumstances and events



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

Challenged by DecentralisedAuditors asking for proof of how the enterprise understands

its end to end processes, empowerment of users, policy management, data ownership, and operating costs.



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

The Interface to ITStrong concerns about how dangerous and disruptive the user

driven model with be and how it integrates



SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CEOCEO CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

The Interface to ITWhere technology ceases to be a differentiator the focus

moves from outsourcing the technology elements to outsourcing process


The Leveraged Enterprise

SmartBusinessModels

SmartBusinessModels

BusinessUsers &

Managers

BusinessUsers &

Managers

CFOCFO

BusinessProcess

Outsourcing

BusinessProcess

OutsourcingCEOCEO

CEOCEO

Reorientation of the EnterpriseThe pressures and challenges making themselves felt


IT has been successfulIn its goal of automating Processes

!

In summary the use of and value from people has changed…

BusinessProcessesBusinessProcesses

But what about the rest?

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Documents

digital transformation

social networks

business models

managers ceo

changing

time

business

decentralisation