CHANGING THE GAME BY SIMPLIFYING I.T.
Jean-Claude Michaca Vice President Fusion Middleware EECISSofia, 9th of November 2011
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WHAT ARE WE DOING WRONG?
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1971 - 201119’500 employee
1985 - 201060’000 employee
1895 - 200994’500 employee
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WHO IS NEXT?
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Average 65 years
1920
Average 9 years
2010
90 years later
Learning: Don’t take your pass success for granted
7Source Data; World Bank http://data.worldbank.org/indicator/GB.XPD.RSDV.GD.ZS/countries/all?display=map
405.3
R&D Budget : 4,3 B$
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Test New Ideas
Rethink Processes
Disseminate Innovations
Leading companies use IT to empower their people to drive
innovation and change
71% of companiessay that innovationis the #1 factor in competiveness
However, 70-90% of companies do not use
IT to its potential
Complexity is the # 1 reason for failure
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MORE COMPLEXITYMEANS LESS INNOVATION
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CUSTOM ASSEMBLY
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I.T. FRAGMENTATION
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APPLICATION SILOS
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INTERNAL COMPLEXITIES
EXTERNAL MARKET SHIFTS& TECHNOLOGY ADVANCES
BIG DATA MOBILECOMPUTING
EVOLUTION OF WORK
CLOUD SILOS
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INTERNAL COMPLEXITIES
BIG DATA MOBILECOMPUTING
EVOLUTION OF WORK
CLOUD SILOS
EXTERNAL MARKET SHIFTS& TECHNOLOGY ADVANCES
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ENGINEERED TO WORK TOGETHER
For the first time in the history of IT
More Performance = Less Software Less Hardware and Less People
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WHAT DOES IT MEANS TO YOU?
Understanding Business Strategies and how to enable it through
technology is more important than mastering the technology itself.
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WHAT SHOULD BE DONE?
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It is easy to make simple things complex but is hard to make complex things simple
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Business Excellence
TECHNOLOGY EXCELLENCE
OPERATIONAL EXCELLENCE
MANAGEMENT EXCELLENCE
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Operational Excellence
OPERATIONAL EXCELLENCE
COST
QUALITY
SPEED
Goals:
1. Operating on the efficiency frontier2. Freeing up resources to invest in value creation
Get the most out of what you have
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Management Excellence
MANAGEMENT EXCELLENCE
SMART
AGILE
ALIGNED
Goals:
1. Analyse to Adjust2. Plan to Act3. Stay ahead of the game
Maximizing your return
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Technology Excellence
TECHNOLOGY EXCELLENCE
COMPLETE
OPEN
INTEGRATED
Goals:
1. Aligning the Business Strategy to the IT Strategy2. Giving you maximum options
Allowing it to happen no matter what
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ENGINEERED TO WORK TOGETHER
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WHAT IS NEW?
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The Social Network evolution
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Value Creation
Efficiency level
Time1776 1911 1990 2010
Agriculture Age
Industrial Age
Information Age
Social Age
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The Social Business
At a time when firms in many industries offer similar products,
business processes are among the last point of differentiation.
Tom Davenport, Harward Business Review
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A few Facts
• It generates more traffic on the internet than Google• 50% of the internet Traffic in the UK is Facebook• 1 in 5 couple meet on line and 1 in 5 divorce are blamed on Facebook• In US, 70% of recruiters rejected candidates because of their
information on line
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The real question
We don’t have the choice on weather we DO social media
The real question is “HOW” and “HOW WELL” we do it
Denial is not an option !
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4 P’s of Marketing Phil Kotler
+5th P – People
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But it is not finish… 5 R’s
REPUTATION
RESPONSIBILITY
RELATIONSHIP
REWARD
RIGOR
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Major issue… Culture clash
Average Age: 56 years Average Age: 62 years
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Why being social?
Sell more
Reduce cost
Only 14% of Consumer trust Advertising. 90% trust peer recommendation
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Be Careful of consequences: The Dave Carroll effect
http://www.youtube.com/watch?v=h-UoERHaSQg
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The Networked EnterpriseProcesses which go beyond the enterprise
Innovating Sales
and
Marketing
Support
and
Service
Business Agility
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Changing rules
“Conventional marketing wisdom long held that a dissatisfied customer tells 10 people. But…in the new age of social media, he or she has the tools to tell 10 million.”
Paul Gillin, author of The New Influencers
… so it is time to engage and care even more about your customers
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What are people saying about us?
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The ROI for social media is that your
business still will exist in 5 years
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Change in belief system
Geocentric ModelPtolemy 90 -168 BC
Heliocentric ModelCopernic 1510-1610 AC
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