technovision–bridging the gap between it and...
TRANSCRIPT
TechnoVision – Bridging the Gap Between IT
and Business
Michael Schulte, North America Head of Consulting ServicesCapgemini
October 24, 2008
2Systems Design and Management Conference - MIIT© Copyright Capgemini 2008 All Rights Reserved
Agenda
� Business Transformation: How does a state of the art Business
Transformation look like?
� IT Innovation: What drives the innovative leverage of technologies?
� TechnoVision: How to combine business change with technology
innovation?
� Q&A
� Business Transformation: How does a state of the art Business
Transformation look like?
� IT Innovation: What drives the innovative leverage of technologies?
� TechnoVision: How to combine business change with technology
innovation?
� Q&A
3Systems Design and Management Conference - MIIT© Copyright Capgemini 2008 All Rights Reserved
Enabling Transformation – Capgemini enables its clients to
transform and perform through technologies
Enabling Freedom – Capgemini will lead by providing its
clients with insights and capabilities that boost their freedom
to achieve superior results
Capgemini’s Mission
Capgemini’s Vision
Who is Capgemini? Technology is at the heart of our mission
www. capgemini.com
Business Transformation
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Successful Business Transformation programs approach
change and the organization holistically
� 5Es of Business Transformation®
Envision the future
Energize people
Expedite growthEnhance competitiveness
Establish key capabilities
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Business Transformation must be accompanied by Technology
Transformation
Business Transformation + Technology Transformation =
Business Model Innovation
Technology Transformation involves
� Information strategy
– Transform business results using information for competitive
advantage
� Technology innovation
– Transform business strategy by harnessing the best of the new
� IT planning & management
– Transform the IT organization to be relevant and streamlined
www. capgemini.com
IT Innovation
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We have identified key information technology trends
Real-time Integrated Business Intelligence
Mastered Data Management
Google-fication
Mash-up Applications
iPodification
Role Based User Portals
Rich Internet Applications
Software as a Service
Packaged Sector /Segment Solutions
Real-TimeBusinessProcessControl
Composite Applications
Jericho Style Security
Sensing Networks
Utility Business Infra-structure
Smart Business Networks
Social Collaboration Tools /Wikinomics
Free Agents Nation
Mashupapplications
iPodification
Role-based user portals
Rich Internet applications
Smart business networks
Social collaboration tools /Wikinomics
Free agents nation
Real-timebusinessprocesscontrol
Composite applications
Real-time integrated business intelligence
Mastered data management
Google-fication
Packaged sector /segment solutions
Software-as-a-service
Sensing networks
Jericho style security
Utility business infra-structure
9Systems Design and Management Conference - MIIT© Copyright Capgemini 2008 All Rights Reserved
Open Standards and Service Orientation underpin the six
technology clusters
Open standards and service orientation
Invisible infostructure
Sector-as-a-service
Process-on-the-fly
Thriving on data
From transaction to interaction
Youexperience
www. capgemini.com
TechnoVision
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Financial Services Institutions
Telecom, Media & Entertainment
Energy, Utilities & Chemicals
Retail
Government and Public Sector
Manufacturing
Business
drivers per
sector
(e.g.,
Retail)
1
2
3
4
...
Technology clusters
You ex-perience
Transac-tion to in-teraction
Process-on-the-fly
Thriving on data
Sector-as-a-service
Invisible info-structure
Step 1: Define the role of each technology cluster
C = CAUSE or trigger for the driverM = MUST for the driverH = HELP, supportive elementblank = not directly relevant
Step1
Define the role of an IT innovation to transform your business
12Systems Design and Management Conference - MIIT© Copyright Capgemini 2008 All Rights Reserved
Financial Services Institutions
Telecom, Media & Entertainment
Energy, Utilities & Chemicals
Retail
Government and Public Sector
Manufacturing
Business
drivers per
sector
(e.g.,
Retail)
1
2
3
4
...
Technology clusters
You ex-perience
Transac-tion to in-teraction
Process-on-the-fly
Thriving on data
Sector-as-a-service
Invisible info-structure
Step 2 = Rank technology maturity (when)?
●●●● = Existing – available now◑◑◑◑ = NEXT – early adopters using it○○○○ = LATER – usable in 6 to 12 months? = usability date uncertain / over one year
Step2
Rate the maturity of an IT innovation and define its positioning in
your IT innovation portfolio
13Systems Design and Management Conference - MIIT© Copyright Capgemini 2008 All Rights Reserved
15%
Existing
●●●●Now
1
1
2
1
6
11
45%
Next
◑◑◑◑Early
adopters
5
6
7
7
6
1
32
27%
Later
○○○○6-12
months
11
5
3
19
13%
Even later or unclear
?
Unknown
3
6
9
Sectors
Total number ofCAUSE or MUST
ratings for technology clusters
Financial Services 20
Manufacturing 12
Govern./Public 9
Retail 11
Telco 12
Utilities 7
Total 71
Financial Services Institutions
Financial Services Institutions
RetailRetail
Telecom, Media & Entertainment
Telecom, Media & Entertainment
Energy, Utilities & Chemicals
Energy, Utilities & Chemicals
Government and Public Sector
Government and Public Sector
ManufacturingManufacturing
Early adaptations are needed!
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A TechnoVision Provides Guidance On Which Paths to Take
www. capgemini.com
For more information:
Michael SchulteHead of Consulting Services
+1 917 934-8635