PowerPoint Presentation

Bridging The CIO Bandwidth Gap

&Sumit Bhattacharya @ The CIO Klub Pune 2nd July 2016

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Every Company Today is a TECHNOLOGY Company

10The Simplest Fact in The World

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NationalSugar Refining

GROUP [A]

GROUP [B]

GROUP [C]

Among Fortune 500 in 2014, but not 1955Among Fortune 500 in 1955, but not in 2014Among Fortune 500 in both 1955 & 2014

DROPOUTSSURVIVORSENTRANTSWhat Do the Enterprises in Groups A, B & C Dont Have in Common?

#Group A - American Motors, Studebaker, Detroit Steel, Maytag and National Sugar RefiningGroup B - Boeing, Campbell Soup, Deere, IBM and Whirlpool.Group C - Cisco, eBay, McDonalds, Microsoft and Yahoo.

All the companies in Group A were in the Fortune 500 in 1955, but not in 2011.All the companies in Group B were in the Fortune 500 in both 1955 and 2011.All the companies in Group C were in the Fortune 500 in 2011, but not 1955.

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Average Age of Company at deathAverage expectancy of a Fortune 500 company has declined from around 75 years half a century ago to less than 15 years today, and heading towards 5 years

Source : American Enterprise Institute (AEI), 2014Meanwhile, startups are achieving multi billion dollar valuations in less than the average tenure of a Fortune 500 CEO (4.6 years)The Slippery Lifespan Slope of Fortune 500 Companies

#And Provide a Remarkable OpportunityYou have to Respond, React, Re-think & Re-skillDigital Maturity EqualsAccording to Accenture and MIT, Higher Levels

Profitability26%Growth9%Market Valuations9%Digital Disruption Has or Will Impact Every Business

#Respond- You are willing to change and invent the new React - Companies that avoid risk-taking are unlikely to thrive and likely to lose talent. As employees acrossall age groups want to work for businesses committed to digital progress.Re-Think - It is the strategy and not technology that drives digital TransformationRe-Skill - Maturing digital organizations build skills to realize the strategy. Digital maturing organizations are able to generate more profits. Digital agenda is led from the top. That is what you see from the numbers here.5

Source : MIT Sloan & Cap Gemini ResearchCustomer UnderstandingAnalytics-based segmentationSocially-informed knowledgeProcess DigitizationPerformance improvementNew featuresDigitally-modified businessProduct/ service augmentationTransitioning physical to digitalDigital wrappersCustomer touch pointsCustomer servicesCross-channel coherenceSelf servicePerformance managementOperational transparencyData-driven decision-makingDigital globalizationEnterprise IntegrationRedistribution decision authorityShared digital servicesTop line growthDigitally-enhanced sellingPredictive marketingStreamlined customer processesWorker enablementWorking anywhere anytimeBroader & faster communicationCommunity knowledge sharingNew digital businessDigital productsReshaping organizational boundaries

Unified Data & ProcessesAnalytics CapabilityBusiness & IT IntegrationSolution DeliveryDigital Capabilities

CustomerExperienceOperationalProcessBusinessModelBuilding Blocks of Digital Maturity

#Capgemini and MITSloan discovered that digital transformation is unfolding in three key areas: 1) customer experience, 2) operational processes and 3) business models. he study also identified nine elements that defined each of the three pillars. Successful enterprises pursuing digital transformation incorporate several elements, in their own way, as the building blocks for technology, process, and business model investments. 6

So When We Said Machines Will Soon have Human CapabilitiesYou Smiled.Right?Machine Incapable Uniquely Human Capabilities Autonomous Mobility & Fine Motor Control

Language & Complex Communication

Pattern matching & unstructured problem solvingMachine Intelligence Capabilities 2016Interacting With the Physical WorldFine & gross motor controlVision & other sensesLanguageVoice RecognitionNatural language ProcessingCreating NarrativesProblem SolvingAnswering unstructured queriesRule base analysisPattern recognition and classification

#Notable Disruptors 1: Say Hi to Baxter & Sawyer

BAXTERSAWYER

#Notable Disruptors 2: The End of Email?

Helping companies replace email

500,000 people using the platform daily

Spending over 10 hours per person

Observed reduction in emails (50-80%)

Fingers Crossed !

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Notable Disruptors 3 : Acorns The One-button Digital Investor DIY investment tool

Simple mobile application connects to debit & credit cards monitors what is spent

Invests the change to the nearest dollar amount

In a portfolio of investment products

Users only need to select their appetite for risk Low, Medium or Aggressive

#Notable Disrupters 4 : From Agriculture to Digi-CultureIncreased yields to feed a rapidly growing global population

Accurate planting prescription customized for each field

Evaluates more than 20 data layers including soil type, topography and environment

Identify the best seed selections and the best variable planting rates to maximize yield

Convergence of big data, farm management & freemium economics

Helps farmers track and report metrics like heat accumulation, rainfall and soil composition

Crop health monitoring, variable seeding prescriptions, inventory management, soil composition data and rainfall tracking made simple

Multiple pricing models Free standard package, Advanced monitoring for $500 per year, and Advanced monitoring and prescriptive planning package for $500 + $8.50 per acre of farmland

Used by over one-third of American farms

#Notable Disruptors 5 : Digitally Driven

Tesla S&X Sedan

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A Flashback of The Good Old Days

#So It Seems Theres A New BAUBusiness As Unusual

#Why Is it Business As Unusual?Digital Convergence and Disruptive Technologies are creating a Business As Unusual reality in buyer behaviour, transactions and expectationsFor business enterprises the New BAU is either an Opportunity or a ThreatFor most CIOs the pressure to rapidly align to the New BAU is an additional challenge to their Old BAU tasks and responsibilitiesThis is especially true in mid-market enterprises where the availability of adequate IT resources, budgets and skill-sets can create serious constraints

#The New BAU : The Multi-hatted CIOs Multi-Pressure PointsDIGITAL DISRUPTERCIO HATIoTChief Community OfficerChief Device OfficerChief Intelligence OfficerChief Capacity OfficerChief Appliance OfficerENTERPRISE PRESSURE POINTS

SOCIAL MEDIAMOBILITY & BYODANALYTICSCLOUDBUSINESS GOAL ENABLEMENTTop & Bottom Line GrowthCustomer Experience EnhancementAccelerate Time-2-MarketMANAGE IT CHALLENGESIncrease Infrastructure AgilityReduce Cost-2-ServeReduce IT CostCIO HATChief Community Officer

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Assess and select the right DIGITAL PLATFORMDesign and execute the plan for building TALENT PLATFORMDigital Strategy drives digital maturity. Put in place a central ARCHITECTURE to determine ownership, accessibility, compliance, privacy, security, and other risksDeploy the right next generation PLATFORM tools and seamlessly integrate them with the legacy systems. Digital platforms are developed with an eye on transforming the businessSmart digital organizations build skills to realize the strategy. Consider customers, citizens, vendors and partners as extensions (and digital accelerators) of the talent platform

Define & Implement an enterprise wide DIGITAL STRATEGYDigital Disruptions 3-Step Tango

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The End Note

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Thank youhttps://www.linkedin.com/in/sumit-bhattacharya-a026b016www.twitter.com/hclsumitb

sumitbhattacharya@hcl.com

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