Deck from Cap Gemini Conference
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The document discusses how digital technologies such as big data, cloud computing, and machine learning can transform enterprises through digital disruption. It outlines strategies for harnessing these technologies, potential areas for investment, and the importance of efficient business models in creating value. Additionally, it presents a 'stairway to heaven' model for assessing technology maturity and potential returns on investment.
Deck from Cap Gemini Conference
- 1. Getting Digital Mental Models for Transforming Your Enterprise Cap Gemini Spark Conference Pebble Beach October 30, 2014
- 2. Digital Disruption New Technologies Can Change the Game 2 Big Data Cloud Smart Phones Analytics Machine Learning Internet of Things Social Networks SaaS, PaaS, IaaS
- 3. Harnessing Disruption Three Potential Targets for Digital Investment 3 Infrastructure Model Operating Model Bus Model IT Operations • Data Centers Cloud • Desktops Mobile • Wireline Wireless Business Processes • Forms Apps • Hierarchical Collaborative • Standardized Personalized Business Model • Taxed Disintermediated • Queued Self-Service • Monetized Advertised
- 4. Why Disrupt—Where’s the Payback? Releasing Trapped Value Creates High Returns 4 Infrastructure Model Operating Model Bus Model IT Operations • Non-value-adding complexity • Dedicated resources on stand-by • Limits imposed by legacy systems Business Operations • Inflexible Processes • Extended Decision Cycles • Uninformed Campaigns Value Creation • Inefficient Markets • Unmet Demand • Inelastic Overhead Sources of Trapped Value
- 5. Embracing Disruption How Technology Enters the Mainstream 5 CHASM EARLY MARKET TORNADO BOWLING ALLEY MAIN STREET
- 6. Four Technology Adoption Strategies Each One Has Its Own Dynamic 6 Buy ahead of the crowd for competitive advantage Bespoke projects from the experts Buy ahead of the crowd to address an urgent use case Proven applications from segment-focused vendors Buy with the crowd as it transitions to new infrastructure Next-generation infrastructure from market leaders Buy after the crowd for less disruption and a lower price Evolutionary extensions from established vendors No “right” answers Adopt the one that fits you best
- 7. Stairway to Heaven Model Taking the Measure of Disruptive Technologies 7 Cloud Mobile Social Analytics Machine Learning Business Communities Systems of Engagement Software as a Service
- 8. Cloud Software as a Service • Pay by the drink • Outsource cap ex and maintenance • Eliminate error-inducing variability • Avoid “open heart surgery” upgrades • Use the innovation you are paying for • Future-proof your architecture 8 Salesforce, Workday, NetSuite, Intacct, Concur, etc.
- 9. Mobile Systems of Engagement • Be productive anywhere, any time • Stay in touch with fast-breaking developments • Respond to requests in real time • Streamline review and approval processes • Extend collaborative workflows • Let customers and partners access you 24/7 9 Apple, Box, Chatter, Lync, Web
- 10. Social Business Communities • Dramatically improve your Customer Support • Enable ad hoc collaboration • Detect issues and concerns early • Foster ecosystem relationships • Engage and enlist your strongest supporters • Incorporate feedback earlier in development cycle 10 Lithium, Jive, Yammer, Salesforce Communities
- 11. Analytics Machine Learning • Market behavior detection • Predictive maintenance • Fraud detection • Yield optimization • Task automation • Consumer personalization 11 Google, GE, Palantir, RocketFuel, Amazon, Facebook
- 12. Stairway to Heaven Model Targeting Trapped Value 12 Cloud Mobile Social Analytics Machine Learning Business Communities Systems of Engagement Software as a Service Infrastructure Model Operating Model Bus Model
- 13. Framing the Opportunity 3 Questions to Ask About Your Next Big Thing 1. How mature is the technology today? • Who has done this already? • Which adoption stage best captures its current state? 2. How much of a stretch is it from where we are today? • Which step on the Staircase best reflects our current state? • Which step represents our desired future state? • How big a jump are we taking? 3. What kind of return is most important for us to gain? • Competitive differentiation? • Operating productivity? • Infrastructure efficiency? 13
- 14. Panel Jeffrey Rutherford, CFO, Ferro Group Rod Russell, VP, Walt Disney Parks & Resorts 14
- 15. Fireside Chat Aaron Levie, CEO, Box 15
- 16. Systems Management Analytics & Machine Learning Web Application InfrastructureMobile Application Infrastructure Data Management Mainframes High-Performance Microprocessors Enterprise Document Management Business Process Consulting On-Premise Applications Business Intelligence Enterprise Directory Database Management Storage Wireline Networks Desktop Computers Identity Management Mobile Devices Software as a Service Collaborative Content Management User Experience Design Low-Power Microprocessors Business Layer Compute Processes Compute Engines Servers Wireless Networks Security Management Systems of Record The Client-Server Stack Is Morphing Cloud Computing
- 17. Systems of Engagement User Centric IT USER