Welcome to the CIO Forum "Facilitating Growth"
Thomas Rupp Manufacturing & Retail Enterprise & Partner Group Sustainable Business Success ? Average company tenure in the S&P 500
The first Standard and Poor's index of 90 major US companies was created in the 1920s. The companies on that original list stayed there for an average of 65 years. By 1998, the average anticipated tenure of a company on the expanded S&P 500 was 10 years. If history is a guide, over the next quarter century no more than a third of today's major corporations will survive in an economically important way. The first Standard and Poor's index of 90 major US companies was created in the 1920s. The companies on that original list stayed there for an average of 65 years. 75 65 55 45 Implied Lifetime in S&P 500 35 25 15 5 1938 1948 1958 1968 1978 1988 1998 2008 Source:Richard Foster & Sarah Kaplan, Creative Destruction Growth Challenge & Innovation Factor substitution versus Innovation
Capital Effect of innovation Output isoquants Modes of factor substitution Labour Economic Growth & Innovation Cycles The Five Kondratieffs
Information Technology Automotive Steel, Electricity Railroad Vapor Engine 1750 1775 1800 1825 1850 1875 1900 1925 1950 1975 2000 2025 2050 Technology Adoption Rates
Electricity (1873) Telephone (1876) Automobile (1886) Television (1926) Radio (1905) VCR (1952) Microwave (1953) 100 80 60 PC (1975) 40 Cell Phone (1983) Percentage of ownership Internet (1975) 20 20 40 60 80 100 120 Years since introduction Technology Relevance (/Hype) Cycle Example: Manufacturing Technologies 2004 (Gartner) Visibility versus Performance Gartner Hype Cycle
Facilitating Business Growth By Innovation and Technology
Process Innovation Business Productivity Product Innovation Convergence & Embedded Technologies Microsoft believes that web services will deliver on the promise of seamless computing.This delivers the ability to connect people and machines through loosely coupled protocols. ICT Innovation IT Operational Efficiency New Business Models Growth Questions CIO Forum 2005
What are the key growth ingredients? How can we manage growth and innovation? How does the Microsoft Roadmap support my growth? Whats the future of IT? How does the next generation office look like? What can we learn from nature? Innovation & Technology Adoption Today Gartner Hype Cycle Technology Adoption Cycle Example Enterprise Resource Planning 2004 (Gartner) Visibility versus Performance Gartner Hype Cycle & Europe/EMEA
CIO Forum 2005 Facilitating Growth Microsoft Strategy 2005/6 Microsoft & the Future What remains, what changes
Microsoft Strategy Standard Software YOUR Growth Priorities Survey Results Organization of EPG/Enterprise & Partners Group in Switzerland from July 1, 2005 Investment for Growth Reduce IT Cost, Increase Value Maximizing Impact faster / cheaper / better
Today Infrastructure innovation 5% 10-15% Operational Application innovation Infrastructure Future 40-45% 35-45% 23% Applicationinnovation 72% In large enterprises up to 75 % are personnel or services costs Hardware, software and infrastructure only 25 % Operational Source: Accenture Microsofts Ambition in Facilitating Growth
Opportunity Support your business goals with time-based initiatives Develop and maintain the right infrastructure Plan ahead Source: Gartner, Real-time Enterprise Conversation: The last stage of their roadmap can be seen by the way the value is measured.As the applications evolve into the infrastructure, the measurement system changes from ROI and TCO to the impact the on the business opportunity that is being realized. Total Cost of Ownership Business Impact Return on Investment Application Silos Centralized Core Hard-wired Business Modularity Business and IT Integration
Conversation: Historically companies had many problems with projects that relied on technology.Business that had good success were those that built metrics to understand the TCO and ROI of their investments.However the most success possible is when the business goals and technology are converged such that the measurement is based on the outcome of the business objective:How the project generated revenue, reduced cost or improved margins are good examples. MORE: Getting value from investments is all about business IT alignment. If an organization has poor business and IT alignment, IT may be under funded and focusing its resources on projects that do no increase corporate revenues or even disrupt the business.The result is that organizations with poor business and IT alignment will have a large number of failed projects, will miss opportunities to do business better and will have high costs. IT departments who have slightly better business alignment may be able to communicate their needs better to management and get the proper funding to invest in technologies and processes more efficient.The result is reduced Total Cost of Ownership. If the IT department is better aligned with business and IT investments are based on business needs, Return on investment increases.These organizations effectively use IT but generally do no better than their competitors. For companies that have near perfect IT and business alignment, competitive advantage results.These organizations are quickly able to identify areas where new technologies can be translated into new services or dramatically improved business processes that are superior to that of competitors. Maximize Business Value Source: Doblin Analysis, INNOVATION SUMMIT MAY 2004 Minimal Customization of BI/CPM-Application
Optimal Business Intelligence/Performance Management Solution based on Microsoft SQL Server 2005 Functionalities Custom Code Minimal Customization of BI/CPM-Application (goal is to avoid/minimize any custom code development for cost & maintenance reasons) 3rd party ISV (add-on) Pre-built Modules for Vertical-specific Analysis / Reporting / Budgeting (fully leveraging Microsoft SQL Server 2005 base functionality) Microsoft Office Business Scorecard Server 2005 SQL Server Native XML SQL Server Notification Services (..) SQL Server Reporting Services (incl. End-user report builder) SQL Server Analysis Services (OLAP, Data Mining) SQL Server Integration Services (ETL,..) SQL Server Data Transformation Services (ETL) SQL Server Replication Services (Data Replication) SQL Server Enterprise Manager (RDBMS Management)) SQL Server RDBMS (DWH, DM) SQL 1.0 1989 SQL 6.0/6.5 1995 SQL 7.0 1998 SQL 2000 2000 SQL 2005 2005 SQL future Time Survey (YOUR responses) Survey (YOUR responses) Survey (YOUR responses) Organization of EPG/Enterprise & Partners Group in Switzerland from July 1, 2005
Investment for Growth Productivity The New World of Work Stiftung Produktive Schweiz
Solution Accelerator Simplify! Productivity Office Integration in ISV solutions Mendocino Office Online