People; Process and Real-Time Data; the battle cry of the new and future technology!

Andy Mulholland

Global Chief Technology Officer

Harnessing Technology to Unlock Human Potential…

People; Process and Real-Time Data; the battle cry of the new and future technology!

Technology is at a Crossroads today

Technology has become the means by which Enterprises and their Employees can create new revenues by servicing customers and markets in new innovative ways.

Ask what the role of Technology should be in the Business of the Enterprise?

© 2011 Capgemini – All rights reserved

Technology is in every part of the Business Model

Cost and time saving

Productivity improve-

ment

New products / Services

New Platforms

Customer Insights

New customer experience

Customer

Operational Technology

Markets

People


70%

15%

10% 5%

30%

40%

20%

10% 5% 5%5%

85%

5%

30%

60%

5%

20%

40%

30%

10%10%

30%

30%

30%

5%

60%

30%

5% 15%

40%40%

5%

20%

40%

35%

5%

35%

35%

25%

5%

Leader/Executive People Manager Transactional/Process Execution Worker Knowledge Worker

Administrative Assistant New Employee Contributor Networker

Professional Track/SME Mobile Worker/Road Warrior

Relationship Management/Decision Making Knowledge Work Collaboration Business Processes

The odd one out!

This can be seen in roles and activities


The Innovation is to adopt people centric business models

To create VALUE though a new market or product A game-changing move that provides sustained ‘first mover’ advantage

To change COST of production and size of available market

A break through in any element of the operation of an enterprise

For SERVICABILITY to secure existing and new customers

Where market or product cannot be innovated, service can be used

Defocusing and loss of Optimisation The immediate and obvious challenge that any change will bring to an Enterprise

Conway’s Law Enterprises cannot change beyond the constraints of their communications

The three common forms of innovation

The barriers to innovation

BUT Change is inevitable

Innovation is about controlling the timing and basis of change to be advantageous to our own business


Affinity Club MBNA Exclusive membership offering advantages for subs and loyalty

Pay-as-you-go SalesForce.com Replace a CapEx product with an OpEx service

Brokerage Century 21st Match buyers and sellers for a fee on successful transactions

Premium Photocopiers Expensive item free, creating a tied market for consumables

Bundling iPod / iTunes Construct new proposition by simplifying complex transactions

Reverse Auction Elance.com Set high price and allow bidding downward

Crowd Sourcing Wikipedia Outsourcing content construction in exchange for broader view

Reverse Premium iPod Provide low-cost consumables to sell high-margin product

Disintermediation WebMD Using technology to deliver direct not through limited local source

Product to Service Hilti Switch from selling a unit to providing units as a managed service

Fractionalisation NetJets Customer pays for a part of the product but gets full use when needed

Smart Devices Vodafone Package combinations of product and services to maximise market

Freemium Skype Basic service is free and ubiquitous with premium chargeable

Standardisation MinuteClinc Low-cost standardised solution instead of high-cost customisation

Leasing MachineryLink Recycle expensive products through a managed lease

Subscription Club NetFlix Subscription fee creates a tied in customer base

LowTouch SouthWest Low cost, self service in place of high cost with high service

User Communities Angie’s List Managed network for common interest with revenue by advertising

Negative Operation Amazon Re-arbitrage the ‘sell and buy’ cycle to finance the trader

Source: Seizing the White Space Harvard Business Press by Mark W Johnson

Innovation - 19 Technology enabled ‘NEW’ Business Models


Traditionalist (55 - 65)

Boomers (45 – 55)

Gen X (30 – 45)

Millennials (18 – 30)

Training The hard way Too much and I’ll leave Required to keep me Continuous and expected

Learning style Classroom Facilitated Independent Collaborative and networked

Communication style Top-down Guarded Hub and spoke Collaborative

Problem-solving Hierarchical Horizontal Independent Collaborative

Decision-making Seeks approval Team informed Team included Team decided

Leadership style Command and control Get out of the way Coach Partner

Feedback No news is good news Once per year Weekly/Daily On Demand

Technology use Uncomfortable Unsure Unable to work without it Expected to be Intuitive

Job changing Unwise Sets me back Necessary Part of my daily routine

Source: Lancaster & Stillman (2003)

Business Innovation rests on the Change in People


Its all about getting People to work BETTER

Back Office IT Cost reduction and

process automation

Front Office Market and Information

value producing

Market

Customers

Suppliers

Partners Inside - Out

Outside - In

Web & Cloud Services Innovation in Business Models


Social Networks are Outside-In, BI is Inside-Out

Back Office IT Cost reduction and

process automation

Front Office Market and Information

value producing

Market

Customers

Suppliers

Partners

Web & Cloud Services Innovation in Business Models

Social Websites

Social Network

& Collaboration

Knowledge

Management

Structured

Responses

Unstructured Input

Structured Capture


Business Technology

Close Coupled

State full

Deterministic

Applications

Client Server

Loose Coupled …….

Stateless …………………...

Non Deterministic …..

Services Based ……….

Web/Cloud Model ……

Back Office ……………..

Operational …….

Cost Savings ………..

Compliance ……………...

Invest/Overhead …….

Front Office

Sales ? Marketing

Value Creating

Innovative

Consumption

The Outside-In v Inside Out paradigm

People & Event Centric ….

Shared and Collaborative

Standards defined ………………………

Externally Focussed

„post PC and Mobility‟

Tablets and Phones

Social Networks,

Real time Agility

Big Data

Direction of events

and control

Internally Focussed

PC and Desktop

ERP and BI

Development Methods

Computer & Data centric

Proprietary



Shaping the ‘future’; Business Driven Change

analysis

treatment options

diagnosis

healthcare records

search

viral marketing

health education

life care

recruitment

treatment choice

disease management

prescribing

care

basic research

off-label use

diagnostics

drug interactions

contraindications

condition monitoring

analysis

new product development

manufacturing

marketing

discovery

trials

sales

regulatory approval

treatment guidelines

Healthcare

Patient

Health & Medical Information

Medical

Regulators

Suppliers

Academia

Integrated Pharmaceutical

Network

Pharmaceutical

Business

commercial management

partner management

brand management

strategic management

business architecture

safety management

product portfolio

management

personalised treatment

dispensing

animal models

novel diagnostics epidemiology

surrogate end-points

logistics

The ‘Outside’ view of a Pharmaceutical Company


In the era of the Blackberry and iPhone, consumers are used to having instant access to information and services.

With Google at their finger tips, they can answer any question they can think of, at any time of the day.

With the use of the internet being so high, social media shows great promise for marketing as well as for disease education.

Innovation model means provider-centric to patient-centric

Lab

Payer

Patient

Hospital

Patient Care physician

Specialist

Retail Pharmacy

Across the globe, patients are taking control of their healthcare regimen.

Patients expect instant access to health and drug information

Pharma

Company

Patient

Patient

Patient

Patient

Patient

Patient

Old Story: Where Pharma is broadcasting to the consumers

Shift

Happens

…….from being provider-centric to patient-centric


Back to People and Interactive Technology!

Information

Pharma

Company

Pharma

Company

Gather information/data from the group of

people: also consider market research and

competitive intelligence and clinical

information

Provide information on company’s

product, and services and ask for

feedback and opinions

Need to adopt an organization-wide

customer-centred approach and

develop products, mobilize

stakeholders and innovate

Listen Engage Collaborate

Source: Deloitte survey of brand/ marketing or risk/ compliance professionals from pharmaceutical, biotechnology, medical device, or diagnostics companies July 2010 (n= 208 )

Pharma

Company

Info

rmat

ion


Key Roles in the ‘Futures’ Enterprise

CEO

Smart Business Models

Business Users & Managers

CFO

BPO CIO


A shift in Roles and Responsibilities



Shaping the ‘future’; Technology Enabled Change

Clouds – the correct and simple explanation!

The current final stage in the development of a technology revolution;

1. The Internet – standardisation of connectivity

2. The Web (1.0) – standardisation of content

3. Web 2.0 – standardisation of social interactions

4. Clouds – standardisation of process elements

A shift from Client- Server Technology which is;

Close Coupled; State full and Deterministic

To Browser-Cloud Technology which is;

Loose Coupled; Stateless and Non Deterministic

The result? Its not possible to make an architectural drawing illustrating what system is

connected to what system, how and for what, as a result;

Connectivity and Functionality can only be shown to a specific Cloud


“Outside-In” cloud benefits

Shift the focus to customer-centric

joined-up services

Actively engage customers

Reduce time, cost and complexity of

providing all forms of services

Reduce the cost on introducing

innovative models

Reduce cost to serve though new

models that better fit with customers

Pay only for the computational services

needed when they are needed with

automatic cost allocation

Improve engagement with customers in

pursuing better outcomes

Integrating with social and business

networking to improve outcomes

“Inside-Out” cloud benefits

Reduce the capital and operating

costs of existing systems

Improve operational performance

of technology and business

Improve manageability

Increase flexibility and agility to

respond to change

Reduce the cost of systems

change to meet future

requirements

Refine cost allocation

Create possibilities to share

services amongst common public

agencies

Gaining the benefits


The Agile Enterprise

Decentralised

Business Technologies

creating go-to-market

competitive capabilities

enabling new revenues &

increased market access

constantly changing

open and interactive

paid for from operating

budgets with direct cost

allocation to demand

Smart Business Models

Business Users &

Managers

CEO

CIO

CFO

Business Process

Outsourcing

Centralised

Information Technology

reducing internal operating

costs of running enterprise

necessary for commercial

and legal governance

stable and procedural

closed and secure

an overhead that must be

budgeted and recovered

annually

Personalise

An Individual’s capability to choose their ‘tools’

and how they wish to ‘Interact’ and ‘collaborate’

Differentiate A Manager’s capability to build locally unique ‘differentiating’

capabilities both externally and internally to create revenue

Core Competences

Common, shared core processes that support each differentiated

offer above, and connect to transactional IT applications below

Comply (ERP, etc.)

Traditional Enterprise Applications with organised procedures

and data integrity, keeping compliant business results



and the Futures Forum ……

New External capabilities

Employees role changes

Alignment To Internal Operations

Technology changes

New Technology Trends: What comes after Cloud? What are the disruptive

technological trends to be awaited? Where is their business potential?

– For our customers? – For us?

Customers relationship

changes

Business model

changes

New Business Trends: What comes next? What are the

technological needs/impacts? What change on the business side will

influence us the most?

How do we ride the change? In which areas are we prepared for the change?

What is the right methodology for getting business changes into relationship to technology changes?

How can we spread knowledge about on going changes?

A Complex set of Business and Technology Futures to consider!


People; Process and Real-Time Data; the battle cry of the new and future technology!

Business

Transcript of People; Process and Real-Time Data; the battle cry of the new and future technology!