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Transcript of Gartner - The Nexus of Forces
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GARTNER CONSULTING
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is forthe sole use of the intended Gartner audience or other authorized recipients. This presentation may containinformation that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Gartner point of viewBart Mellink – 6 June 2013
The Nexus of Forces
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1
Disruptive Technology is about technology changes that have a―Transformational Impact on products, services and processes‖
The
Internet
E-Commerce“.COM buble”
Mobile
DataMobile
Phones
Social
Media
1990’s
2000
2010
2013
2011
PC
Cloud
Big Data
Information
Consumerazation
Mobility
Digital
Enterprise
AppDisruptive Technology
timeline
Introduction
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2
Context: CIO priorities for 2012 – Enhancing the Customer Experience
The biggest value proposition is not in the individual priorities, but is realized at the Nexus of theseemerging and disruptive technologies such as Cloud, Mobility, Big Data (business intelligence and
data management) and Social Business.
Introduction
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3
…want to connect to…
• share experiences
• find answers
• engage withthe community
…want to be mobile…
• using devices of
their choosing• staying connected
with people
• being able to switcheasily between workand non-work
…want a seamless
experience to…
• access anythingfrom anywhere
• use multiple devices
(and apps), sometimessimultaneously
• blend work and non-workactivities
… consume andgenerate information
• Ubiquitous accessto info and apps
• Contextually relevantinfo to augment their
activities• Don‘t care how it
works, only that it does.
The Nexus of Forces: People …
Introduction
Digital Enterprise
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4
Key questions around disruptive technologies related to financial services
Disruptive
Technology
Impact and key questions
Cloud • Should we use cloud services for our computing infrastructure?• How can we leverage cloud services to reduce costs and increaseagility while ensuring compliance with security and regulations?
• Which Cloud based financial services become available on the marketand how should we react?
Mobility • How do we support ―bring your own device‖ in our environment?• How do we address the need for mobile applications?• Do we have to build our own internal App store?
Big Data/Information
• How do we improve our data quality?• Which data (internal and external) should we analyze to improve ourrisk analysis, business performance, CRM and planning?
Social • How will our products and brand be perceived by our (potential)customers that rely on information shared through social networks?
DigitalEnterprise
• How to leverage innovative technologies such as Social, Big Data and Analytics to increase customer engagement, sales and services?
Introduction
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Cloud
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6
Agility
Less Complexity
More Focus
Self Service
Innovation
Cost
Expectations
Gartner defines cloud as "a style of computing where scalable and elastic IT-enabledcapabilities are provided 'as a service' to external customers using Internet Technologies."
Security
Assurance
Lock-in
Integration
Financial
Transparency
Expectations and Concerns are Both Evolving
Cloud
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7
Slicing the Cloud Vertically:Cloud Service Layers continue to evolve
Providers are developingofferings across multiple
segments, making marketsegments increasinglyinterconnected
Film Forecaster
System Infrastructure Services
Business Proc. Serv.
Information Services
Application Services
App. Infrastructure Services
M g m t . a n d S e c u r i t y
Cloud Enablement
CloudService Broker
(CSB)*
PaaS
SaaS BPaaS
C l o u d B r o k e r a g e
IaaS
Cloud
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8
Cloud deployment models: Private to Public
Virtual
Private CloudHybrid
Enterprise A Enterprise A
E n t e r p r i s e A
E n t e r p r i s e B
E n t e r p r i s e A
E n t e r p r i s e B
C o m p a n y X
U s e r Z
Closed Private Open Public
Community
Public Cloud
Public
Cloud
Managed
Private Cloud
Enterprise A
Enterprise
Private Cloud
Owner Enterprise Enterprise Provider Provider Provider
Operator Enterprise Provider Provider Provider Provider
ServiceAccess
Closed(enterprise)
Closed(enterprise)
Closed(enterprise)
Closed group(community)
Open
Level ofControl Full High High Low None
Points ofLeverage
Skills (none) Assets (none)
Skills (strong) Assets (none)
Skills (strong) Assets (medium)
Skills (strong) Assets (strong)
Skills (strong) Assets (strong)
Cloud
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9
Let's buy some Cloud Service — Are you still in control?
The Old Way The New Way
Press the
I Accept
button
Conduct an RFI process
followed by an RFP
process that, after six
months, results in a 1,000-
page service contract,with 50 clauses and 20
attachments, that is then
reviewed and signed off
by the sourcing, IT,
finance, procurementand legal departments.
Cloud
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10
Service Layer Clustering - Potential Alternatives to mix Sourcing and CloudWho is responsible for the overall IT Architecture?
SolutionDesign
ApplicationDevelopment
ApplicationEnhancement
ApplicationMaintenance &
Support
Middleware &DB admin
ApplicationOperations
Infrastructure
management
DC Facility
HW Platform
ExtendedInfra
ServicesITO
AMS
ITO
InfraServices
ITO
Extended AMS ITO
Infra UtilityService(IUS)
ITOperations
ITO
AMS ITO
HostedData
Center &Equipment
ITO
IT Ops
ITO
Extended AMS ITO
Business
Process Mgmt Retained + Staff Augmentation
Retained + Staff Augmentation or Projects
Retained + Project Based Application Development
Traditional (out)sourcing portfolios
ITO = IT Outsourcing AMS = Application Maintenance and Support
PaaS
AMS ITO
SaaS
IaaS
Extended AMS ITO
BPOBPaaS
Retained
Retained
Cloud models
Cloud
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Cloud use cases
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12
Example SaaS: Google Apps Premier Edition (GAPE)
Cloud
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13
Brazilian Órama Internet based Investment Funds provider (for retail clients) fullyleverages a mix of IaaS Amazon Cloud services
Amazon services used:
Elastic Cloud (EC2) - ComputingElastic Load Balancing – Multiple
Availability Zones
Amazon S3 – Storage
Amazon CloudFront – Reduce latency
Amazon RDS – Relational Database
Service Amazon Route 53 – Name service
Amazon CloudWatch - SystemManagement
https://www.orama.com.br
Cloud
Cl d
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14
Example SaaS: Ohpen uses the Amazon EC2 ―virtual private cloud‖ as production
deployment platform for multiple front end web sites
Amazon Elastic Cloud (EC2)(Ireland)
Ohpen own(native) offering
Ohpen services as―white label‖ product
Robeco is launching customer
Cloud
Cl d
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15
Business and IT Transformation: Usage-based Insurance
15
Pay-as-you-drive Accident coverage for 24
hours for 99 Cent
Cloud
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Mobility and Digital Channels
Mobility
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17
Key questions around Digital Channels and Mobility: From Inside/Out to Outside/In
Should we develop a ―Bring Your Own Device‖ (BYOD) strategy and how does
such a strategy look like? What are the benefits, costs and risks involved?
How and where will our workforce be situated in the future and what are theimplications for technology, security and application design?
Should we enable our internal business applications for tablets and mobilephones and what is the impact on Application Development, maintenance andoperational processes? Should we create an internal App store?
Which external business functions should be available for our customers and
business partners on mobile devices and how do we manage this?Should we be part of an industry community or establish strategic relationshipsto strengthen our market position in the mobile space?
Which will be our role within the Digital Channel strategy of our key customersand which services should we develop to support this?
INSIDE/OUTFOCUS
OUTSIDE/INFOCUS
Mobility
Mobility
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18
How to leverage what is possible today (or coming soon) in your business?
HD Camera• ―Kinnect‖ type gesture sensing • Facial expressions reading and interpretation• 2D to 3D to Holograms to 4D
Micro-electro mechanical systems• Accelerometer• Compass• GPS (not a MEMS)• Gyroscopes• Sensors (i.e. Pressure & Temperature)
Biometric Authentication• Fingerprint
• Vein pattern (in the palm)• Retina scan• Voice authentication• Heartbeat pattern
Information Exchange• Machine sensors (IoT)• NFC• New Bluetooth• Wi-Fi Direct data transfer• Device Pairing with multiple devices
• Information extraction from picture/video• Augmented Reality (visual contextual info)• Location-aware to activity-aware (i.e. smart VM)• Active to Passive Computing Digital Assistants/ Delegated Control
• Proactive recommendations• Appliance/ Machine Control (Chevy‘s digital keys) • Digital Assistant to Digital Assistant communication
• Olfactory sensing (artificial nose)• Kinetic movement (phone can move)• Germ-killing UV light• Solar powered batteries• Wireless battery charging (3 ft. Proximity)• Braille Input/ Display
HD Audio/ Microphone
Other Features
• Voice Authentication• Speech Recognition
Form-Factor Evolution• Common operating systems• Form factor agnostic (mobile cloud)• Holographic projectors (i.e. keyboards)• Wearable/ implants• More computing power (replace desktops)
• 2-sided to multi-sided screens• Foldable/ Bendable screens• Expandable screens• Transparent screens
Next-Gen Display Screens
Mobility
Mobility
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What may be possible in the future
2012 – 2013: Smartphones and Tablets
Augmented Reali ty
• Get balances by looking at the bank's logo• Mood recognition can improve service• Auto-translation of documents /speech• Voice-control offers hands-free computing
Self-managing devices and sy stems
• Possibly a self-managing ATM or branch• Groceries refilled proactively would require
access to payment methodsInformation exchange
• Capture data for loans directly from cars,houses, etc.
Biometric Authentication
• Heartbeat PatternRemote Control (Gesture based)
• Control any iDevice, even possibly ATMs?
Paymen ts (NFC)• Scan your iWatch at the POS terminalGamification
• Financial related loyalty points similar to f itnessrelated Nike Fuel Points
Implants and Electronic Tattoos
• Microchip lets blind patients see shapes• Microchips provide cashless transactions• E-tattoos may auth and provide access to
‗closed‘ branches in the future True Art i f icial Intel l igence
• Genetic Algorithms AI that can learn andadapt to manage investment accounts
2020
2013 – 2014: Watches and work-out bands 2016 – 2017: Truly smart clothing 2018 – 2019: Bio-Computing/ Cybernetics
2013 – 2016: ―Up-rights‖ like Google Glass 2017 – 2018: The internet of everything
Biometric Authentication
• Voice• FingerprintsInformation Capture and Exchange• Camera (MRDC and photo bill pay)• Wi-Fi Direct and NFC to exchange info
Fabric Keypads for m obile devices
• Another possible form-factor for serviceinteractions
• Payments integrated into fabric whichredefines the POS for clothing purchases
2013
Apple ‗iWatch‘ may launch in 2013 Google‘s talking shoes concept: March 2013 FDA approved microchip implants in 2004
1st gen iphone launched in 2007, ipad in 2010 Google Glass may launch in late 2013/ 2014 Qualcomm‘s Wifi coffee maker concept: Feb‘13
Mobility
Mobility
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20
Business and IT Transformation: Real-time Insurance
20
Real-time
underwriting
Travel Insurance
ATM
Mobility
Mobility
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21
Gartner Consulting Case Study: Customer, Channel, & Disruptive Technology Trend
Assessment – Tier-1 US Bank
Client and Business ContextOur client is a Tier-1 US Bank with a early adopter strategy onIT technologies. In 2008, the bank acquired a major other bank
and was also effected by the financial crisis (the bank receiveda substantial federal bail-out from the emergency economicstabilization act)
Challenge
Due to the combination of the aftermath of the financialcrises and the integration effort of a major acquisition, theBank felt they were no longer in a front runner positionrelated to their digital and channel strategy
Due to their dependency on the digital channels the bankneeded to identify both a tactical and strategic innovationroadmap
Gartner Approach/DifferentiationGartner used an "Outside-In" approach looking acrossmultiple dimensions:
Demographic Trends
Banking Industry Trends
Macroeconomic Factors
Key business Drivers
Technology Enablers
Client ResultsThe detailed roadmap Gartner created (in March 2013),contains a clear priority mapping. The bank decided toimplement all Gartner recommendations
Banking Industry TrendsKey business Drivers Technology Enablers Priority mapping
Mobility
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Social
Social
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23
What Is Social CRM?
Understanding the power of communities, the multiple
personas of their members, their expectations, theiraspirations and how to engage with them will becomeessential skills for companies in the 21st century.
Social CRM is a strategy for harnessingcommunities to support customers, aswell as sales, marketing and customerservice organizations, along apurposeful and mutually beneficial
business process.
Social
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24
Five Levels of Social Maturity:From Social Media to Social Business
No way,
no how!
It's too
dangerous!
Okay, it's worth
spending some
time organizing
this stuff . . .
There might be
a pony in there
somewhere.
We've got
goals, we've got
metrics, we've
got game!
OMG!
How did we ever
do business any
other way?
Level 1:
Reactive
Level 3:
Emerging
Level 2:
Exploratory
Level 4:
Integrated
Level 5:
Optimizing
Social
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25
Emerging community based financial products in Europe: Paypool and Bankeez
Collecting money/ fundraising and donations:
Shared gifts for weddings and anniversaries
Cost sharing of parties and trips
Collecting registration fees, tickets, prizes,funds for (charity) organizations
―Social Savings Account‖
Shared savings account (with real money)
Shared ―goal‖ setting (i.e. trip, present,
charity)
Social media to share progress
Leverages Tunz.com banking license inBelgium
Social
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26
Challenging Traditional Business Models: Peer-to-Peer Insurance
Social
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New Product Development via Crowdsourcing
Customer
innovation
Co-design
Customer
engagement
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Big Data / Information
B ki CEO‘ i di t th d f i f ti l t liBig Data / Information
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29
Banking CEO‘s indicate the need for more information on regulatory compliance,
customers, the competition and operations
Source: Gartner Research, CEO Survey 2012:
Financial Services CEO Agenda
Big Data / Information
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Big Data Initiatives: The three V‘s
Technical
Challenges andOpportunities
Business
Challenges andOpportunities
Big Data / Information
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Big Data – New Questions From the Business
Past Future
What
happened?
Why did
it happen?
Reporting,Dashboards
Forensics &Data Mining
What is
happening?
Why is
it happening?
Real-Time Analytics
Real-TimeData Mining
What is likely
to happen?
What should I do
about it?
Predictive Analytics
Prescriptive Analytics
Big Data / Information
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32
Big Data requires Expanding Your Analytic Capabilities
SELECT *FROMcustomersWHERE
companynameLIKE 'a%'
Predictive Analytics
Complex Event Processing
Data and Text MiningRule Engines
Mobile Deployment
Gamification/ContestsScenario Planning
Natural Language Processing
Visualization
Big Data / Information
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Social Media plus Information Equals Customers Insight
Gamification
Social Media
AnalysisOwn Social Media
Network
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The Nexus of Forces driving the Digital Enterprise
Gartner Point of View
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The Nexus of Forces
Digital Enterprise
Gartner Point of View
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37
Best Practice: Use Pace Layering to drive decision points
Organizations need to create a "layered"application strategy that recognizes that the
business requires several types of applicationswith different governance, funding, anddeployment models
Systems of Record – Established packagedapplications that support core transactionprocessing, i.e. core banking
Systems of Differentiation – Applications that
enable unique company processes or industry-specific capabilities. They have a medium lifecycle (one to three years), but need to bereconfigured frequently to accommodatechanging business practices or customerrequirements, i.e. channels
Systems of Innovation – New applications thatare built on an ad hoc basis to address new
business requirements or opportunities. Theseare typically short life cycle projects (zero to 12months) using departmental or outsideresources and consumergrade technologies
Systems of Innovation
Systems of Differentiation
Systems of Record
Core product factory
Label / commercial offering
Sales channel
Outputmanagement Billing Finance
Productmanagement Reinsurance Risk
management
Underwriting /
Acceptance
ClaimsPolicy
administration
Margin Service
Commercialbundle
Bundleacceptance
Channelmanagement
Clientmanagement Marketing Advice
Sales Support
HighlyFlexible
TightlyControlled
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GARTNER CONSULTING
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is forthe sole use of the intended Gartner audience or other authorized recipients. This presentation may containinformation that is confidential, proprietary or otherwise legally protected, and it may not be further copied,distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Contact
Bart MellinkVice PresidentDisruptive Technologies EMEA LeadGartner ConsultingTelephone: +31 [email protected]