using web 2.0 to reinvent the enterprise
DESCRIPTION
Using Web 2.0 to change our approach to enterprise softwareTRANSCRIPT
Business Mashups,or Mashup Business?Peter Evans-GreenwoodCTO (Australia)
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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| Technology Services
Imagine…
A new company enters the market inlate 2007, LGM Wealth Management,who have found a new way of spinningexisting solutions and technologies toprovide it with capabilities an order ofmagnitude better than anyone else
Time to Revenue < 5 daysCost to Serve < ½ industry averageNew Product Introduction < 5 daysInfinite customisation
How do you react?
Phase 1Time to RevenueCost to Serve
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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The challenge: insurance case work today
Case
Client
Advisor1.
Client works with anAdvisor to select &customise a policy
2.
Advisor submits thepolicy for approval
3. Client visits aDoctor for ahealth check &tests
Doctor4.
Doctor posts thetest results to theback office
Team5.
The back office askquestions, clarifiesissues, requestsfollow-ups, andapproves the case(or not).
6.6.
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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| Technology Services
The challenge: insurance case work today
Case
Client
Advisor1.
Client works with anAdvisor to select &customise a policy
2.
Advisor submits thepolicy for approval
3. Client visits aDoctor for ahealth check &tests
Doctor4.
Doctor posts thetest results to theback office
Team5.
The back office askquestions, clarifiesissues, requestsfollow-ups, andapproves the case(or not).
6.6.
What is a case file? Paper?Database? Records?
Reports? Email?
No means ofcapturing tacit
knowledge
Processestrapped in
application silos
Participants tiedto locations
Knowledgefragmented and
buried inchannels & silos
No holistic viewof the problem
Client is not aintegral part of
the process
Processesfragmented
across silos andmanual activities
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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A few interesting ideas
Rich User ExperienceProviding a desktopexperience from a web-based application
Flash & ShockwaveSilverlightAJAX
Mash-Ups*A web page orapplication combiningdata from two or moreexternal sources
Chicago Crime DBhttp://www.chicagocrime.org/Ski Bonkhttp://www.skibonk.com/
More than a portal—an application in it‘sown right!
Spaces, NotApplicationsTools to solve specificproblems, integratedwith other tools, ratherstand-alone applications
Wikis: sharedblackboardsBlogs: online diariesFolksonomies: sharedtags
Utility ComputingUsing the web as aplatform to deliverapplications over theinternet from acentralized or distributeddata centre
GMailSaleForce.comQuickBooks Online Edition
* Examples taken from www.programmableweb.com
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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A space for insurance case management
RSSfeed on
case
Status commentAsldkjalsj asldj asldas lAklsd aksdh kashdDate, Time, Posted by BLAH
Client Name
Test Results
Risk ManagementLorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diamnonummy nibh euismod tincidunt ut laoreet dolore magna aliquamerat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci
Tags, tags, tags, …
Duis autem vel eum iriure dolor in hendrerit invulputate velit esse molestie consequat, velillum dolore eu feugiat nulla facilisis at
Policy Details
Add
8asd8asd8asd
8asd8asd8asd
8asd8asd8Basldjk
Client detailsfrom CRM
Test results fromprovider’s
system
Case workcomments in a
blog
Risk report inwiki
Medicalimage fromprovider’s
system
Markup a laMojito
Address12 sad asldrk aslkdja lsdkj al skdjas
Tags for semanticsearch
Status
Status
Workflowstatus
Click through toconnected spaces
ProductInformation
asd8Asd
asd8Basldjk
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Insurance case work tomorrow
Client1.
Client uses a self serviceweb site to create apolicy tailored to theirneeds, scheduling anytests required
3.
Client visits aDoctor for ahealth check& tests
Doctor
Doctor submits testresults directly
4.
2.
Case
Advisor
An advisor can be called in(Skype, IM, …) to provideassistance where required
5.
Team The back officeapproves the case(or not).
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
8
| Technology Services
Insurance case work tomorrow
Client1.
Client uses a self serviceweb site to create apolicy tailored to theirneeds, scheduling anytests required
3.
Client visits aDoctor for ahealth check& tests
Doctor
Doctor submits testresults directly
4.
2.
Case
Advisor
An advisor can be called in(Skype, IM, …) to provideassistance where required
5.
Team The back officeapproves the case(or not).
Users create theirown work spaces
Virtualteams
Integrated support forstructured and
unstructured knowledge
Informedand able toparticipate
Contentindependent of
channels
Activeinvolvement All knowledge
captured in asingle consistent
shared space
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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What we are trying to achieve
Operational CostsProductivity
Work QualityInformation Quality
FutureInsurance
Case Worker
Information Management
Business Value
tt
t
Capture tacitand structuredknowledge in a
singleintegrated
environment
Reduce theopportunity forerrors andmistakes bycapturing andformalisingcurrentlyinformalinformation andprocesses
Drive costsavings throughmore efficientwork practices
Create a moresupportive
environment,ensuring that all
stakeholders areinvolved and
have accurateinformation to
base theirdecisions on
Time to revenue 66%Cost to serve 50%
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
10
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Delivered as a utility
Existing Back-Office
Applications
Content &Records
Management
ExternalSources
Reporting
File Stores
PartnerApplications
Utility
Web 2.0 R
esource Managem
ent
Light weight,
standards based,integration
RSS, W
eb Services,
Search, …
Collaboration
Search
Processes
Mash-UpPlatform
CaseWorker
Mash-Up
TeamMash-Up
ClientMash-Up
PartnerMash-Up
ClientClientClient
CaseWorker
CaseWorker
CaseWorker
PartnerPartnerPartner
TeamTeamTeam
Application silosused as
informationappliances
Userinterfacesdesign tosupport
specific roles
Utility mapsbetween
applications andusers, capturingtacit knowledge
t
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
11
| Technology Services
Delivered as a utility
Existing Back-Office
Applications
Content &Records
Management
ExternalSources
Reporting
File Stores
PartnerApplications
Utility
Web 2.0 R
esource Managem
ent
Light weight,
standards based,integration
RSS, W
eb Services,
Search, …
Collaboration
Search
Processes
Mash-UpPlatform
CaseWorker
Mash-Up
TeamMash-Up
ClientMash-Up
PartnerMash-Up
ClientClientClient
CaseWorker
CaseWorker
CaseWorker
PartnerPartnerPartner
TeamTeamTeam
Application silosused as
informationappliances
Userinterfacesdesign tosupport
specific roles
Utility mapsbetween
applications andusers, capturingtacit knowledge
t
Implementation Effort
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
12
| Technology Services
Delivered as a utility
Existing Back-Office
Applications
Content &Records
Management
ExternalSources
Reporting
File Stores
PartnerApplications
Utility
Web 2.0 R
esource Managem
ent
Light weight,
standards based,integration
RSS, W
eb Services,
Search, …
Collaboration
Search
Processes
Mash-UpPlatform
CaseWorker
Mash-Up
TeamMash-Up
ClientMash-Up
PartnerMash-Up
ClientClientClient
CaseWorker
CaseWorker
CaseWorker
PartnerPartnerPartner
TeamTeamTeam
Application silosused as
informationappliances
Userinterfacesdesign tosupport
specific roles
Utility mapsbetween
applications andusers, capturingtacit knowledge
t
Time to Capability
Months
Weeks
Implementation Effort
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Challenges
LicensingHow do I enforceSLAs?Do I need to pay?
Where do westart?
No more fouryears and $50m!
Security &Confidentiality
IdentityManagmeentSensativity: gettingusers to putinformation in theright box
What capabilities dowe put in the box?
Where do we usewiki’s a blogs?How do theyintegrate with ourother information?What about Zoho orGoogle Apps?
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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The bigger picture
Business PlanningAsset PlanningRisk ManagementIncident ManagementAsset CreationAsset Lifecycle ManagementProcurementDemand ManagementCompliance ReportingAnnual ReportingRelationship Management –Government, Customers, Contractors,PartnersPerformance ManagementHealth and Safety Management
Ministerial BriefsCorrespondence ManagementTendering and RFQ ManagementProgramme & Project ManagementStrategy DevelopmentHR record keepingPolicy and AdviceInspections and AuditsPolicies and ProceduresContracts ManagementCommunity ConsultationBusiness Case DevelopmentOperational AnalysisPeriodic ReportingSpecialist StudiesStrategic Directions ReportingIndicators ReportingMarket ResearchCorporate Template ManagementPublications ManagementCampaign DevelopmentCustomer EngagementLease License ManagementTitle Management
Web Site ManagementCustomer ComplaintsResearch and DevelopmentMD BriefsProject ReportingDesign ReportingPost Implementation ReportingStandards and SpecsCommunity ConsultationsAsset Information ManagementDrawings and Plans ManagementFOI Request HandlingAccounts Payable invoice processingLegal Advice and PrecedentsTaxation Work PapersAudit Work PapersAudit and Inspection ReportingMajor Environmental AssessmentsMinor Environmental AssessmentsEnvironmental Management PlansWork Order ManagementRecruitment ManagementContractor ManagementTraining and Human PerformanceMgmt
CaseWorker
CaseWorker
CaseWorker
Unstructured Structured An examplefrom
Government
Phase 2New Product IntroductionProduct Catalogue
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Mashup business
Threadless
Design arbitragePaypal (payments)Flicker (photos)Polling (online votes)OutsourcedproductionProfitable in 1st year
KIVA
Demand-driven charityMicro-creditPaypal (payments)Flicker (photos)Blog (journal)Already a force to berecond with in microcredit
Scion
Endless customisationPimp-my-rideProduction lineDealersBodyshopsMost successfulproduct launch forToyota ever
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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What might this look like for insurance
An Insurance Mash-Up
Yesterday Today Tomorrow
Bespoke developmentHarvest historicalinformation to createactuarial tablesHand craft policies
Mass productionHavest historical &operationalinformation to createactuarial tablesDevelop insurancefactories to churn outmass customizedpoliciesPass bundles ofpolicies onto themarket
Endless customisationEnabling customers toconfigure their ownpolicyConnecting themdirectly with the market
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Managing complex products
A single product,the Model T of our industry Chaos, where each client has
an individually tailored product
Few products All possible productsSome products
Rather than being forced to theends, we want to put the sliderwhere it makes the most sense forthe business.
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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How do we create a configurable policy?
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
A bike consists ofa frame, twowheels,handlebars, aseat, drive train,and each wheelhas a tyre. Wealso offer threetypes of bike:mountain, racingand hybrid
Let’s steal an idea from flexible manufacturing
We can define our product as a suite of pluggable Lego-like components and let customers mix-and-match
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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How do we create a configurable policy?
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
A bike consists ofa frame, twowheels,handlebars, aseat, drive train,and each wheelhas a tyre. Wealso offer threetypes of bike:mountain, racingand hybrid
Let’s steal an idea from flexible manufacturing
We can define our product as a suite of pluggable Lego-like components and let customers mix-and-match
AssumptionsSimplifying ourunderstandingCompetitive forces
Business LogicConstraintsRecognisingsituationsDeciding on actionsException (risk)managementstrategies
ConceptsBenefit
• Defined benefit• Co-payment• Restricted benefits• …
Policy• Exclusions &
Inclusions• Constraints• …
Event and/or risk…
PredictionsRisksBenefitsCompetitor
• Prices• Products
Events...
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Allowing us too put the slider where we want it
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
A single product,the Model T of our industry Chaos, where each client has
an individually tailored product
Few products All possible productsSome products
The granularity of our model determineswhere on the spectrum if falls
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Strategic Goals
Information Technology
Then we operationalise the model
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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… delivering the lot as a utility
Existing Back-Office
Applications
Content &Records
Management
ExternalSources
Reporting
PartnerApplications
Web Utility
Mash-Up
Mash-Up
ClientMash-Up
PartnerMash-Up
ClientClientClient
CaseWorker
CaseWorker
CaseWorker
PartnerPartnerPartner
TeamTeamTeam
BusinessUtility
InsuranceMashup
Content &Records
Management
RiskManagement
Mashup
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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The impact of what we’ve done
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
Allows Operations to planand manage the delivery of
the product
Provides Product Managementwith a palette for innovation and
creating new offerings
Used by Finance as a tool toestablish the cost, andprofitability, of products
Sales is empowered toadjust a product to meetcustomer requirements
How do I price?
How do we supportthe product?
How will theproduct be offered
to the market What product options dowe want to provide?
How do I groundrisk management?
What options doI have when I react
to business exceptions?
How many products?One, or millions?
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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The impact of what we’ve done
SeatHandlebars Frame
Front Wheel Back Wheel
Drive Train
Allows Operations to planand manage the delivery of
the product
Provides Product Managementwith a palette for innovation and
creating new offerings
Used by Finance as a tool toestablish the cost, andprofitability, of products
Sales is empowered toadjust a product to meetcustomer requirements
How do I price?
How do we supportthe product?
How will theproduct be offered
to the market What product options dowe want to provide?
How do I groundrisk management?
What options doI have when I react
to business exceptions?
How many products?One, or millions?
Time to Capability
t
Effort
New productintroduction
Product Catalogue
t# of possible products
Productvariation
Conclusions and lessons learnt
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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We can use technology to create business agility
Value HarvestedBusiness Inertia
Dispursion of InnovationRedeploying EmployeesProcess Improvement & Optimisation
Exception Managem
ent
t
Value
t
Planning Granularity
t
Rate of Innovation
Move usersfrom operational
cost controlroles into
offline, creativevalue creating
roles
Enableemployeesto focus oncommunicationand innovation,enabling themto connect tothe market andharvest newopportunities
Increase theamount of valueharvested fromthe market byout performingcompetitors andleaving lessmoney on thetable
Reduce the costof reacting todisruptions inthe market by
reducing thecost of planning
and acting,converting
disruptions to acompetitiveadvantage
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Agility creates a competitive advantage
Reaction Speed
Com
plexity of environment
Corp.BInsight Harmony
Agility
Initiative
Adaptability
Orientation
Corp.A
Confusing information
Incompletedata
Unpredictableevents
Instability
Uncertainty
Ability to copewith disruption
Corp.A
Corp.B
Competitiveadvantage
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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We must manage continual change, not projects
Mastering the three worlds of ITExecutives need to stop looking at IT projectsas technology installations and start looking atthem as periods of organisational change thatthey have the responsibility to manage
Andrew McAfeeHarvard Business Review, November 2006
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
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Imagine…
A new company enters the market inlate 2007, LGM Wealth Management,who have found a new way of spinningexisting solutions and technologies toprovide it with capabilities an order ofmagnitude better than anyone else
Time to Revenue < 5 daysCost to Serve < ½ industry averageNew Product Introduction < 5 daysInfinite customisation
How did you react?
© 2006 Capgemini - All rights reservedBusiness Mashups, or Mashup business? Peter Evans-Greenwood
31
| Technology Services
Questions or Comments
Further readingPeter Evans-Greenwood,Product Meta-Models, Capgemini
www.capgemini.com