Successful Strategies of Digital Transformation through Capabilities Innovations
|
|
- Irene Morris
- 6 years ago
- Views:
Transcription
1 1
2 Successful Strategies of Digital Transformation through Capabilities Innovations Hasan Ganny bin Hanif Francis Chairman, AEA Malaysia Chapter
3 Presentation Outline 1 Successful Strategies of Digital Transformation 2 Tea-Break 3 Digital Capabilities 3
4 Drivers of the Future World World Mega Trends in 2050 Transformasi Nasional Digital Innovators + Digital Infrastructure = Digital Disruption 4
5 5
6 Digital Disruption 15 years ago Travel Agents would claim that you cannot book vacations online it needs a personal touch and experience 10 years ago you would not dream of banking online it s not safe 5 years ago few people would buy groceries online 6
7 Explosion of Internet of Things Double the number of devices Source: 7
8 What Gartner Says about Digital Transformation Source of articles: Gartner 8
9 What Gartner Predicts about EA Source of articles: Gartner 9
10 Moving from Era of Automation to Digitalization The Era of Automation The Era of Digitalization From 1980 to 2010 From 2010 onwards Integration Connected 10
11 The Automation/Computerization Era ( ) Technology Focused: new software & hardware for each IT project and IT driven efforts Project Management Focused: time, resources and budget are fixed before the Business Requirements are Captured Challenges: - More than 60% of IT projects failed - High Cost of IT Maintenance i.e. up to 90% of IT budget - It lacks of Business Values for IT Investment - IT becomes Stopper to the Business progression 11
12 The Digitalization Era (Since 2011 onwards) Business Focused: Enterprise Architecture creates a cultural platform for Business & IT Integration through the Digital Enterprise Map Architecture Focused: Digital Architecture development before Project Management Benefits: - IT Projects success - Business & IT Agility - IT shows ROI as Business Investments - IT supports the Business Evolution 12
13 7 steps for Successful Digital Transformation 7 Value Realization & Continuous Improvement 1 Digital Capabilities& Digital Reference Architecture 2 Digital Vision & Readiness Assessment 6 Digital Operational & Change Management Successful Digital Transformation 3 Architecture & Business Requirements 5 Implementation & Governance 4 Roadmap & Migration Planning 13
14 7 steps for Successful Digital Transformation 1 Digital Capabilities & Digital Reference Architecture The first step is to build digital skills competency for the leaders, digital team members, EA owners and project team. Equip your enterprise with digital reference architecture and setting up of the EA tools for central repository and collaboration. 2 Digital Vision & Readiness Assessment Conduct an assessment of your current practice and its driver, goals, needs, and people and technical readiness. Strategy, Motivation and Capabilities views are defined with Digital Principles. 3 Digital Architecture & Business Requirements As-Is and To-Be Domain Architectures are defined starting from Business & Information views, followed by Application and Technology views that becomes the basis for the business requirement for implementation. 4 Digital Roadmap & Migration Planning Gaps and opportunities are consolidated to define the Implementation Roadmap and Migration Planning with portfolio of program and projects with consideration of existing architectures and ICT assets. 14
15 7 steps for Successful Digital Transformation (continue) 5 Implementation & Governance Project Management is the main role in implementation responsible for delivering the project derived previously. This involves the procurement, installation or upgrade of the system and associated activities, such as training, mock go-live, and pilot testing. Digital & EA team handshakes with PMO and play the role of governance. 6 Digital Operational & Change Management The final phase of implementation includes successfully attesting to demonstrating meaningful use of Digital Transformation, and reassessing through measurement what you have learned from training and everyday use of the system. At the same time, the change management programs for competency and digital adoption are implemented. 7 Value Realization & Continuous Improvement Emphasizes continuous evaluation of your practice's goals and needs benefit validation or value realization to continue improving capabilities 15
16 Digital Transformation Through Digital Enterprise Architecture The Mapping of TOGAF 9.1 & ArchiMate Value Realization & Continuous Improvement 1 EA Skills & Digital Reference Architecture Strategy & Motivation Extension 2 Digital Vision & Readiness Assessment 6 Operational & Change Management 3 Business & Information Architecture 5 Implementation & Governance Technology/ Physical Layer 3 3 Application Architecture Technology Architecture 4 Digital Roadmap & Migration Planning Implementation & Migration Extension 16
17 Creating A Digital Implementation Statement of Direction Defining vision and guiding values for digital exploitation Define a business strategy that incorporates the use of digital to achieve business results Defining a digital roadmap/high-level schedule Describing a digital reference architecture Assessing organisation readiness for digital Identifying the skills gaps that need to be filled Managing internal and external expectations Producing a business case that draws this information together with identified and quantified benefits 17
18 Objectives Of Digital Strategy 18
19 Organisation Readiness For Digital Like all major organisation transformation programmes implementing digital initiatives will change the organisation Cross-functional and business process changes Technology delivery changes The organisation must be ready for digital in three ways: Be able to deliver digital initiatives that comprise the strategy Be able to change itself to enable the implementation and operation of digital initiatives Be able to operate digital initiatives Need to assess the current state of the organisation, its readiness for digital and what is needed to achieve the desired state of readiness 19
20 Organisation Readiness For Digital Assessment Framework 20
21 Digital EA Skills 21 21
22 Digital Skills Focus on smarter management of IT investments to maximize ROI Emphasize emerging digital channels to the customer Explore new avenues to keep the value flowing Use digital to drive core business efficiency and effectiveness Create a more coherent and collaborative approach within IT Resources to fund digital investments Understand the powerful role of software and apps Focus on modern software development and delivery methods Exploit APIs for internal speed and efficiency Manage the use of APIs to engage the developer ecosystem 22 22
23 Digital Reference Architecture Digital Reference Architecture defines a template solution for the underlying and enabling technology solutions and components required Reference Architecture defines the target end-state architecture and the set of interim transitional phases required to enable the delivery of the Digital Delivery Roadmap Digital Reference Architecture exists within the context of : Organisation s Enterprise Architecture and other subsidiary architectures Public Sector s Enterprise Architecture and other agency architectures 23
24 Digital Vision Statement About The Organisation s Digital Positioning, Operating Model, Competitors And Customer And Collaborator Needs And Behaviour Digital Strategy Digital Transformation Extending And Exposing Business Processes Outside The Organisation Digital Architecture Future State Application, Data and Technology View To Achieve Digital Operating Status Digital Transformation And Enterprise Architecture The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture 24
25 Enterprise, Domain and Project Architectures Enterprise (Strategic) Architecture defines and manages overall organisation architecture Domain (Segment) Architecture(s) are subsets of Enterprise Architecture to enable individual business unit/domain objectives and targets to be met Project (Capability) Architecture(s) enable project level objectives to be met 25
26 Digital Strategy In Business, IT and EA Context 26
27 Digital Organisation Capabilities What the organisation needs to be good at in order to develop and deliver on a digital strategy There is substantial overlap between these skills and those of other programme delivery Framework to measure where you are and where you need to be Develop framework in relation to the digital strategy and what you intend to achieve Use to develop plan to address gaps 27
28 Digital Organisation Capabilities 28
29 Example: Capability Map View (example) 29
30 Digital Delivery Roadmap Defines, prioritises and creates an integrated schedule for the delivery of digital functions and related required enabling technologies for a agreed time frame Need to agree the prioritisation process Roadmap is always subject to constraints such as budget, resources Dependencies can be identified and tracked Capability roadmap can be grouped by business area or process group, external party or channel 30
31 Digital Roadmap & Migration Planning Digital Transition And Transformation Digital Architecture And IT Strategy Digital Execution, Delivery and Operations Business Strategy Digital and IT Strategy Digital Capability Delivery Roadmap Vision and Guiding Values for Digital Adoption Organisation Readiness For Digital Digital Solutions Digital Architecture Supporting Solutions Measurement Framework Measurement and Reassessment 31
32 Digital Operation Management & Change Management Systems handed over to operations and includes successfully attesting to demonstrating meaningful use of Digital services Reassessing what have learned from training and everyday use of the system to meet Operational /Service Level Agreement (OLA/SLA) At the same time, the change management programs for digital adoption are implemented Benefits validation or Value realization review is conducted to evaluation the success measure of the Digital transformation Emphasizes continuous evaluation (performance management) of your practice's goals and need post-implementation review and monitor for continuous improvement 32
33 Value Realization & Continuous Improvement Digital Transition And Transformation Digital Architecture And IT Strategy Digital Execution, Delivery and Operations Business Strategy Digital and IT Strategy Digital Capability Delivery Roadmap Vision and Guiding Values for Digital Adoption Organisation Readiness For Digital Digital Solutions Digital Architecture Supporting Solutions Measurement Framework Measurement and Reassessment 33
34 Key Success Factors Establish a new perspective to drive meaningful change. Understand customer values, expectations and behaviors. Assess operational infrastructure and update (or revamp) technologies, processes and policies to support change. Define the purpose of digital transformation, aligning stakeholders (and shareholders) around the new vision and roadmap. Form a dedicated digital experience team with roles/responsibilities/objectives/accountability clearly defined. Gather data and apply insights toward strategy to guide digital evolution. Re-evaluate front and back-end systems for a seamless, integrated and native customer (and ultimately employee) experience. Implement, learn and adapt to steer ongoing digital transformation and customer experience work. 34
35 Tea Break 35
36 Presentation Outline 1 Successful Strategies of Digital Transformation 2 Tea-Break 3 Digital Capabilities 36
37 Strategy, not Technology, Drives Digital Transformation? Source: 1) IBM Institute for Business Value, Redefining Competition, Insights from Global C-suite Study The CEO Perspective, 2015 Source: 2) Harvard Business Review Analytic Services, The Ecosystem Equation: Competing in the Connected Economy,
38 Strategy, not Technology, Drives Digital Transformation Digital success isn t all about technology: The 2015 Digital Business Global Executive Study and Research Project by MIT Sloan Management Review and Deloitte identifies strategy as the key driver in the digital arena. Maturing digital businesses are focused on integrating digital technologies, such as social, mobile, analytics and cloud (SMAC), in the service of transforming how their businesses work. Less-mature digital businesses are focused on solving discrete business problems with individual digital technologies. Digital transformation is a specialized type of business transformation where IT plays a dominant role. 38
39 The Ability to Digitally Reimagine the Business Digital strategy drives digital maturity The power of a digital transformation strategy lies in its scope and objectives Maturing digital organizations build digital skills capabilities to realize the strategy Employees want to work for digital leaders Taking risks becomes a cultural norm The digital agenda is led from the top 39
40 Digital Strategy Drives Digital Maturity A digitally maturing organization follows a clear and coherent digital strategy and effectively communicates it to employees. Organizations across the board are using digital to improve efficiency and the customer experience, but higher-maturity organizations differentiate themselves by using digital to transform their business, allowing them to move ahead of the competition 40
41 Digital Transformation Framework Business IT Architecture Series ASIA MIT Center for Digital Business and Capgemini Consulting 41 41
42 Focus on the how more than the what. Business IT Architecture Series ASIA MIT Center for Digital Business and Capgemini Consulting 42 42
43 Digital Capabilities Digital Capabilities, can be defined as the skills and/or competencies required for living, learning and working in a digital society. ~ Source: UK Joint Information Systems Committee (JISC) 43
44 The Digital Capabilities Your Company Needs Digital Enterprise, a company needs to identify the business benefits, as well as the risks, of investing in new technology. The promise of new technology is not simply to automate processes but in fact to provide new ways of doing business. A Digital Enterprise will outperform its competitors if it is able to: transform and innovate simultaneously, leverage the best-suited technology for its business, understand and serve its customers in a superior way, provide a highly motivated and collaborative working environment that facilitates knowledge workers, and operate its business in an efficient way. Digital Enterprise Transformation ( ) by Axel Uhl and Lars Alexander Gollenia 44
45 6 Core Digital Capabilities Innovation Management is the capability of managing innovation-related business processes. It enables the company to generate, identify, assess, and realize new products, services and processes facilitated or driven by digital technologies and management practices. Transformation Capability is defined as the holistic management of extensive, complex changes on which the organization s future success strongly depends. IT Excellence is the usage of new technologies (such as SMAC) to enhance business technology and, as a consequence, the business. This includes, but is not limited to, real-time insight into important company data, stability, agility, security and dynamic plugand-play functionality. IT Maturity level 3 and above recommended. 45
46 6 Core Digital Capabilities (continued) Customer Centricity is defined as the capability of focusing on the most valuable customers by using modern technologies. Thereby, one aims at reaching strategic advantage and increased long-term profits through the alignment of one s products and services with the wants and needs of the right customers. Effective Knowledge Worker means that employees are the main resource for companies to be competitive. Areas of effective knowledge working are collaboration, work teams instead of hierarchies, knowledge sharing, coaches instead of managers, managing by objectives. Operational Excellence operational excellence means managing business processes in an organization, so that their performance is outstanding. It is a central capability for any organization that wants to compete. The objective of operational excellence is to realize efficient and effective business processes through continuous improvement and innovation. 46
47 Digital Capability Maturity Model The journey towards a Digital Enterprise is complex and time-consuming. Each transformation project is unique and involves numerous individuals, activities, technologies and objectives. We could use the Digital Capability Maturity Model to support the digital journey. Level 1 Initial Level 2 Reactive Level 3 Defined Level 4 Managed Level 5 Excellence This level is characterized by ad-hoc and chaotic processes. Processes are immature and unstable. No benchmarks are given for judging Digital Capability. Digital principles are established and communicated to involved persons. Although no organization-wide process is defined, an elementary management control is installed guaranteeing minimal agreement, which allows repeating the success from prior similar projects. This level is characterized by an organization-internal schema that is imposed on projects. A documented and intraorganizational standard process is established, which allows for project-related customization. Process standardization is given and quantitative statistical techniques are used to predict (digital) product quality. Processes of projects are running routinely. Processes are continuously improved. Problems are analysed systematically and future asset values are identified. 47
48 The Digital Capability Maturity Model 48
49 Factors of Digital Maturity Assessment (sample) Factors Level 1 Initial Level 5 Excellence Culture The Digital Capability is not recognized as important or relevant and not part of the culture. In addition, failure and negative feedback are seen as poor experience inside the company. The Digital Capability is recognized as an important aspect and the progress of enhancing the Digital Capability is continuously measured, reviewed and improved. The status is communicated to the entire organization. Leadershi p The Digital Capability is not an important topic amongst leaders. No or few steps are taken to align specific initiatives with the core ideas of the Digital Capability. Leaders continuously assess and improve their effectiveness in aligning everyone with the shared understanding of the Digital Capability. Their goal is to become best in industry concerning the Digital Capability by involving the ecosystem. Value The Digital Capability is not valued and measured in the organization. Lack of value identification, planning and realization for the Digital Capability. The value of the Digital Capability and its benefits are seen as strategic objectives. Periodic revisions of established KPIs to value the Digital Capability guarantee an improvement of the incentives. 49
50 Analysis of the digital maturity (sample) 50
51 Summary Digital transformation is (very) complex and is a specialized type of business transformation where IT plays a dominant role. Digital Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation Early involvement of digital enterprise architecture increases successes and reduces failures Digital transformation is not a big-bang project, meaning that everything has to change from one day to the next. it is an ongoing organisation-wide activity. It s culture of the future The six Digital Capabilities are key to establishing a successful digital transformation Major digital transformation initiatives are centered on re-envisioning customer experience, operational processes and business models. Successful Digital Transformation does not happen bottom up. It must be driven from the top. Digital transformation is not a luxury; it is a necessity, if you want to survive and thrive in an environment of near-constant change and disruption. 51
52 Q & A Hasan Ganny bin Hanif Francis Chairman, AEA Malaysia Chapter hasan.ganny@atdsolution.com
53 Thank You Hasan Ganny bin Hanif Francis Chairman, AEA Malaysia Chapter
An Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationericsson White paper GFMC-17: Uen October 2017 TELECOM IT FOR THE DIGITAL ECONOMY
ericsson White paper GFMC-17:000619 Uen October 2017 TELECOM IT FOR THE DIGITAL ECONOMY Introduction The rapidly expanding digital economy has exposed a clear gap in both the architecture and operational
More informationThe Digital Maturity Model & Metrics Accelerating Digital Transformation
White Paper The Digital Maturity Model & Metrics Accelerating Digital Transformation Prepared by Sandra O'Boyle Senior Analyst, Heavy Reading www.heavyreading.com on behalf of www.huawei.com October 2016
More informationBe a Hero in Boom Times Not Just in Bust Times
Be a Hero in Boom Times Not Just in Bust Times BE A HERO IN BOOM TIMES NOT JUST IN BUST TIMES Patrick Connaughton Research Director, The Hackett Group The Hackett Group The Evolving Business Environment
More informationExplosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry
Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry By Mike Sarantopoulos, SVP, Insurance Practice, NTT DATA, Inc. and David Liliedahl, VP, Life & Annuity Portfolio,
More informationDigital Transformation in Automotive. Wilfried Reimann Head of IT Enterprise Architecture & Innovation
in Automotive Wilfried Reimann Head of IT Enterprise Architecture & Innovation Wilfried.Reimann@Daimler.com Daimler Divisions 2 Key mega trends are influencing the life and interaction of people around
More informationPOWER YOUR DIGITAL JOURNEY TO GREAT
www.hcltech.com HCL S DIGITAL AND ANALYTICS SERVICES POWER YOUR DIGITAL JOURNEY TO GREAT WX-3063 WHAT DOES DIGITAL MEAN TO YOU Is Digital a great website or an engaging App? Or is it a powerful, modular
More informationBuilding an Insight Driven Organisation March 2017
Building an Insight Driven Organisation March 2017 Harnessing data is about more than just the latest technology 2 Executive Summary Your IDO capability Becoming an Insight Driven Organisation There is
More informationThe Insight Driven Organization
The Insight Driven Organization Deloitte Best Managed Symposium April 12, 2016 Deloitte LLP and affiliated entities An organization which embeds analysis, data and reasoning into all their decision making
More informationINFORMATION SERVICES FY 2018 FY 2020
INFORMATION SERVICES FY 2018 FY 2020 3-Year Strategic Plan Technology Roadmap Page 0 of 14 Table of Contents Strategic Plan Executive Summary... 2 Mission, Vision & Values... 3 Strategic Planning Process...
More informationAn Enterprise Architect in the Modern World. David Slight Moscow 17 th October 2013
An Enterprise Architect in the Modern World David Slight Moscow 17 th October 2013 Agenda Definition, timeline, key methods and approaches What does a modern Enterprise Architect look like Worldwide best
More informationCatalyst 2018 Digital Organization & Culture Transformation TM Forum, Detecon International GmbH, Concentra Consulting Limited, The GC Index 1
Catalyst 2018 Digital Organization & Culture Transformation 2018 TM Forum, Detecon International GmbH, Concentra Consulting Limited, The GC Index 1 Agenda 01 Digital Challenge 02 Catalyst Setup 03 T-Systems
More information4/26. Analytics Strategy
1/26 Qlik Advisory As a part of Qlik Consulting, Qlik Advisory works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics
More informationTRANSFORMING RETAIL. RINGING UP GREATER PROFITS Exceed consumer expectations. Keep your brand promise.
TRANSFORMING RETAIL RINGING UP GREATER PROFITS Exceed consumer expectations. Keep your brand promise. TRANSFORMING RETAIL As one of the fastest-changing industries on the planet, is no stranger to Digital
More informationEstablishing Enterprise Architecture Capability at Group Level within a Conglomerate
Sucoso Knowledge Exchange: Navigating Digital Establishing Enterprise Architecture Capability at Group Level within a Conglomerate Executive Summary By very nature conglomerates are characterised by co-existence
More informationActivating the digital organization A sink-or-swim moment for today's enterprise
Activating the digital organization A sink-or-swim moment for today's enterprise It s time to do something big something more than moving systems to the cloud or adopting tools that let employees work
More informationEnterprise Architecture Development
Methodology Overview Prepared For: Our Valued Clients Introduction Page 2 Engagement Objectives Perform an assessment of the current Enterprise against the short and long term IT and Business Strategic
More informationStrategic Program Management in a Disruptive World
AN EXL WHITE PAPER Strategic Program Management in a Disruptive World Written by: Rohan Regis Vice President lookdeeper@exlservice.com Transformation is now taking place across the entire value chain of
More informationWhite Paper Describing the BI journey
Describing the BI journey The DXC Technology Business Intelligence (BI) Maturity Model Table of contents A winning formula for BI success Stage 1: Running the business Stage 2: Measuring and monitoring
More informationWhy Insurance Companies Should Re-evaluate Operations in a Digital World
WHITE PAPER Why Insurance Companies Should Re-evaluate Operations in a Digital World Written by Supported by Vishal Arora Assistant Vice President, EXL Services Suneel Kante Vice President, EXL Services
More informationPredictable Success: 4 Steps to a Dynamic Workplace
Predictable Success: 4 Steps to a Dynamic Workplace Recent research on digital workplace transformation reveals that while manufacturers are in favor of it, they are struggling to get initiatives off the
More informationL approccio Accenture alla migrazione SAP S/4HANA. SAP Forum Fieramilanocity 20 ottobre 2016
L approccio Accenture alla migrazione SAP S/4HANA SAP Forum Fieramilanocity 20 ottobre 2016 Ismaele Bassani Managing Director Accenture Technology SAP Platform Lead Italy, Central Europe & Greece ismaele.bassani@accenture.com
More informationTransforming OSS & BSS to transition to a full Digital Service Provider
Transforming OSS & BSS to transition to a full Digital Service Provider Ida La Spisa, Head of PA DBS, Ericsson & Katarina Sekeljic, Head of IT & Business Transformation, Telekom Austria Group 2017 TM Forum
More informationBig data strategy to support the CFO and governance agenda
Financial Accounting Advisory Services Big data strategy to support the CFO and governance agenda Big data has the potential to change the way people work. It is creating a culture in which business and
More informationBenefits of Industry DWH Models - Insurance Information Warehouse
Benefits of Industry DWH Models - Insurance Information Warehouse Roland Bigge IBM Deutschland Hollerithstrasse 1 81829 München Schlüsselworte Datawarehousing, Business Intelligence, Insurance, Regulatory
More informationWhere digital HR and the cloud meet Transform engagement, transform work, transform the enterprise
Where digital HR and the cloud meet Transform engagement, transform work, transform the enterprise Where digital HR and the cloud meet Transform engagement, transform work, transform the enterprise Think
More informationOracle Cloud Blueprint and Roadmap Service. 1 Copyright 2012, Oracle and/or its affiliates. All rights reserved.
Oracle Cloud Blueprint and Roadmap Service 1 Copyright 2012, Oracle and/or its affiliates. All rights reserved. Cloud Computing: Addressing Today s Business Challenges Business Flexibility & Agility Cost
More informationEngage with the Emerging
Travel & Transportation Engage with the Emerging Harnessing technology to help Travel & Transportation companies go the extra mile Delivering innovation. Providing value. Driving growth. In a world where
More informationCAPABILITY STATEMENT. We deliver next-generation customer strategy and contact centre transformation advisory based on our award-winning expertise.
CAPABILITY STATEMENT We deliver next-generation customer strategy and contact centre transformation advisory based on our award-winning expertise. www.stellarevolve.com.au Transforming customer experience
More informationCustomer Experience and Analytics Maturity Model.
Customer Experience and Analytics Maturity Model 1 Topics Customer Engagement Maturity Model BI & Analytics Maturity Model 2 Customer Engagement Maturity Model 3 Your Customer s Journey / Lifecycle Listen
More informationEngage with the Emerging
Travel & Transportation Engage with the Emerging Harnessing technology to help Travel & Transportation companies go the extra mile In a world where customer expectations are sky-high, time-to-market is
More informationTOGAF 9.1 Phases E-H & Requirements Management
TOGAF 9.1 Phases E-H & Requirements Management By: Samuel Mandebvu Sources: 1. Primary Slide Deck => Slide share @ https://www.slideshare.net/sammydhi01/learn-togaf-91-in-100-slides 1. D Truex s slide
More informationDIGITAL CASE STUDIES
DIGITAL CASE STUDIES 1 Digital Banking with an Internet-Only Bank Digital banking is at a tipping point, our clients are looking for support to create new digitally disruptive services while complying
More informationSA Power Networks. Architecture Roadmaps Drive IT Investment
SA Power Networks Architecture Roadmaps Drive IT Investment Association of Enterprise Architects December 2016 About Me Sean Provis Lead Architect Strategic Projects @ SA Power Networks Background: Bachelor
More informationChicagoland Learning Leaders' Copy
How the New Workplace Analytics Will Revitalize Your Organization 2012 Harvard Business School Publishing Corporation Adapted by permission of Harvard Business School Publishing Corporation ISBN: 978-1-4221-6639-0
More informationMatt Loeb ISACA CEO. September 17, WCARS
Matt Loeb ISACA CEO September 17, 2016 37WCARS Agenda A Disruptive and Changing World Impact on Auditors Implications for the Future Workforce A Disrupted World Digital disruption is already here World
More informationIT Strategy Assessment for Automotive Suppliers
IT Strategy Assessment for Automotive Suppliers Optimizing support for digital business models and innovation helps to position IT as a business partner The new digital automotive world offers Tier 1 automotive
More informationDigital transformation in underwriting: what it means and how to get there
Digital transformation in underwriting: what it means and how to get there Every part of the insurance industry is talking about digital transformation. Underwriting, the traditional heart of the insurance
More informationThe Marketing Transformation Imperative
1 The Marketing Transformation Imperative How to Win in the Face of Digital Disruption: The Importance of CMO-CIO Collaboration Jennifer Lacks Kaplan CP Marketing and Digital Transformation Deloitte Mike
More informationConference summary report
Thank you for making Symposium/ITxpo 2011 our most inspiring event ever. Your enthusiasm, insights and willingness to share with your peers is why Gartner Symposium/ITxpo is the world s largest and most
More informationResource Management?
Resource Management? I ve got Excel and half a day a week thank you very much. What do I need to know? Presented by David Dunning, Director, Corporate Project Solutions Your Speaker Today David Dunning
More informationMaking Your Cloud Strategy Work in Presenters: Daniel Cohen-Dumani and Dale Tuttle
Making Your Cloud Strategy Work in 2016 Presenters: Daniel Cohen-Dumani and Dale Tuttle About Daniel Daniel Cohen-Dumani @dcohendumani Founder and CEO 14+ years of SharePoint Expertise SharePoint Visionary
More informationWHITE PAPER. Guiding principles and dimensions of testing transformation
Guiding principles and dimensions of testing transformation Defining testing transformation Simply put, testing transformation is the process of defining a set of processes and methodologies to accomplish
More informationSalesforce Lightning Migration
Salesforce Lightning Migration Overview Migrating applications built on Salesforce Classic platform to Salesforce Lightning provides tremendous opportunities to improve user experience, streamline business
More informationDRIVING EFFICIENCY AND SIMPLIFICATION IN TELENOR
DRIVING EFFICIENCY AND SIMPLIFICATION IN TELENOR Ruza Sabanovic, Head of Technologies and Services, Telenor Group Berenberg CTO Conference 4 October 2017 TELENOR IS COMING FROM A STRONG POSITION A diversified
More informationWelcome to the postmodern era for public sector ERP
Welcome to the postmodern era for public sector ERP Time to update your public sector enterprise resource planning (ERP)? Consider a postmodern strategy to address your unique requirements. Welcome to
More informationAchieve Powerful Business Benefits by Streamlining Document Workflows
INSURANCE BEST PRACTICES Achieve Powerful Business Benefits by Streamlining Document Workflows 2016 Hanover Research FORCES RESHAPING THE INSURANCE INDUSTRY World class insurance organizations have two
More informationIT Business Management Driving Cost Transparency, Value and IT Transformation
IT Business Management Driving Cost Transparency, Value and IT Transformation Consulting Technology Outsourcing Cloud services are maturing and ushering in a new era of IT service delivery models. This
More informationPolicy Administration Transformation
Financial Services the way we do it Policy Administration Transformation Helping insurers capture dramatic improvements in time-to-market, product or price leadership and operational excellence The insurance
More informationSEIZING THE DIGITAL OPPORTUNITY IN AEROSPACE AND DEFENSE
SEIZING THE DIGITAL OPPORTUNITY IN AEROSPACE AND DEFENSE Digital, already transforming the aerospace and defense industry, is generally defined as a set of technologies that include social, mobile, analytics,
More informationMcGill ITS Strategic Plan
McGill Strategic Plan Context: Our 5 Year Roadmap Approved in April 205 Focuses on improvements to the following areas Teaching and Learning Research Student systems Campus Administration Must be cyclically
More informationCREATE AN API PROGRAM TO DRIVE DIGITAL TRANSFORMATION
CREATE AN API PROGRAM TO DRIVE DIGITAL TRANSFORMATION Digital transformation can make digital predators out of digital prey in the marketplace. Trends analyst Altimeter says these transformations allow
More informationStrategy Analysis. Chapter Study Group Learning Materials
Chapter Study Group Learning Materials 2015, International Institute of Business Analysis (IIBA ). Permission is granted to IIBA Chapters to use and modify this content to support chapter activities. All
More informationDigital Transformation How to Become Digital Leader
Digital Transformation How to Become Digital Leader Study Results Overview August 2015 Arthur D. Little www.adlittle.com Executive Summary Study Overview Arthur D. Little conducted the Digital Transformation
More informationNavigating Digital for Manufacturing sector
Navigating Digital for Manufacturing sector RAOTM Keynote Address Samiron Ghoshal, Partner, Advisory / Industry 4.0 Leader, KPMG 31 st January, 2018 Global trends influencing the manufacturing industry
More informationINTELLIGENT DIGITAL AUTOMATION PLATFORM
A I INTELLIGENT DIGITAL AUTOMATION PLATFORM Gaining competitive advantage through digital transformation of your business processes Sponsored by 1 Introduction Today, every business faces the threat of
More informationWhite Paper. Leveraging Technology for Employee Knowledge and Goodwill: Organizational Agility in the Digital Age
White Paper Leveraging Technology for Employee Knowledge and Goodwill: Organizational Agility in the Digital Age Amy M. Young Stephen M. Ross School of Business University of Michigan Mary D. Hinesly Stephen
More informationDigital finance The new superhero
Digital finance The new superhero Smart, integrated planning platforms give organisations a strong competitive advantage in the market. It is all about time to value, rate of change and agility in a market
More informationAt the Heart of Quality Assurance
www.niit-tech.com At the Heart of Quality Assurance Driving Software Quality and Improving Efficiencies for Wealth Growing competition, global user base, and emerging technology convergence are some of
More informationYour Resources Are Falling Through The Cracks: A smarter approach to resource forecasting, management, and accountability.
Your Resources Are Falling Through The Cracks: A smarter approach to resource forecasting, management, and accountability. Whitepaper Contents Introduction to Enterprise Resource Management Effective resource
More informationEnterprise Architecture and COBIT
Enterprise and COBIT The Open Group October 22, 2003 www.realirm.co.za reducing risk, adding value, driving change Agenda 2 Introduction Case Study Enterprise and IT Governance Conclusion Business Orientation
More informationOptimize costs, control risks, and boost innovation
Optimize costs, control risks, and boost innovation Strike the right balance with industry-leading software solutions and consulting services for operational governance Get ahead 3 with an efficient,
More informationIntegrated Business Planning plus Your journey towards digital end-to-end planning
Integrated Business Planning plus Your journey towards digital end-to-end planning Integrated Business Planning plus Your journey towards digital end-to-end planning New challenges in the market 04 From
More informationReimagine everything Accelerate digital enterprise transformation
Accelerate digital enterprise transformation Accelerate digital enterprise transformation, get the most out of your SAP investments, and position your business for the future Today s technology-driven
More informationKPMG s financial management practice
KPMG s financial management practice kpmg.com KPMG LLP s (KPMG) Financial Management (FM) practice supports the growing agenda and increased responsibilities of the CFO. We work with our clients with passion
More informationInnovating at Internet Speed: How to balance speed and efficiency in the digital age
Innovating at Internet Speed: How to balance speed and efficiency in the digital age Alan W. Brown Professor of Entrepreneurship and Innovation Surrey Business School University of Surrey, UK alan.w.brown@surrey.ac.uk
More informationManaging demand for Smarter Analytics
Managing demand for Smarter Analytics Kieran Earnshaw Associate Partner Business Analytics and Optimisation A/NZ May 2012 Table of Contents The analytics advantage in today s marketplace Analytics narrative
More informationPaths to digital transformation
NOV 14, 2017 Paths to digital transformation ODF Community Conversation Led by Keith Warren kwarren@alixpartners.com Overview 1 2 3 4 What is digital transformation MIT CISR s pathways to future ready
More informationReengineering your core processes and service layer A critical digital ecosystem enabler
Reengineering your core processes and service layer A critical digital ecosystem enabler Stéphane Hurtaud Partner Cybersecurity Leader Deloitte Jesper Nielsen Director Technology & Enterprise Application
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationIndustrie 4.0 / Internet of Things Vendor Benchmark 2016 Comparison of Vendors for Germany
Industrie 4.0 / Internet of Things Vendor Benchmark 2016 Comparison of Vendors for Germany I4.0 / IoT Vendor Report White Paper based on the Results of the I4.0 / IoT Vendor Benchmark 2016 for Deutsche
More informationACCENTURE INTRODUCTION
ACCENTURE INTRODUCTION Aug 2017, Beijing For more information, please contact ying.zhu@accenture.com WE PROVIDE COMPREHENSIVE SERVICE OFFERINGS IN MORE THAN 40 INDUSTRIES ACROSS 19 INDUSTRY GROUPS Communications,
More informationBecoming a Best-Run Midsize Company:
January 2019 Becoming a Best-Run Midsize Company: How Growing Companies Benefit from Intelligent Capabilities The Opportunity for Midsize Companies to Become Intelligent Enterprises As companies continue
More informationGaining and Maintaining IT & Business Alignment. presented by Robert Sheesley for PMI Pittsburgh Chapter
Gaining and Maintaining IT & Alignment presented by Robert Sheesley for PMI Pittsburgh Chapter Agenda The Dynamics: Not an Accidental Love Triangle The Problem: The Vicious Cycle of Alignment Aligning
More informationE-PROCUREMENT CHANGE MANAGEMENT
E-PROCUREMENT CHANGE MANAGEMENT PART ONE STRATEGY Digitizing business processes is inevitable; the challenge for procurement leaders will be changing perceptions internally to win the support needed to
More informationGlobal digital telecom playbook
Global digital telecom playbook Telcos reinvent themselves in the digital age The digital revolution is now well underway. Connected lifestyles are the norm as new use cases proliferate and data traffic
More informationDigital era: technologies & strategy
Digital era: technologies & strategy Theodoros Papakonstantinou 21 June 2018 1 Agenda What is digital What technologies underpin digital Why is digital important How can organizations respond to the challenge
More informationThe Technology-Driven of. Project Management. Capitalizing on the Potential Changes and Opportunities
The Technology-Driven of Future Project Management Capitalizing on the Potential Changes and Opportunities Technology is enabling innovation more quickly than even the most optimistic organization thought
More informationFUJITSU Transformational Application Managed Services
FUJITSU Application Managed Services Going digital What does it mean for Applications Management? Most public and private sector enterprises recognize that going digital will drive business agility and
More informationBUILDING AN SAP LANDSCAPE FOR DIGITAL TRANSFORMATION
BUILDING AN SAP LANDSCAPE FOR DIGITAL TRANSFORMATION SOLUTION OVERVIEW INTRODUCTION THE VALUE OF STANDARDIZING ON RED HAT ENTERPRISE LINUX IDC studied seven organizations that standardized on Red Hat Enterprise
More informationRegion of Peel Digital Strategy
Region of Peel Digital Strategy 1 2 The Digital Strategy The Digital Strategy defines a shared digital mandate and strategic roadmap for the Region of Peel to meet the growing needs of its residents, employees
More informationOUR BRANDS MEET ALL YOUR DESIRES. Erwan VEZIN VP of Enterprise Architecture. ACCORHOTELS//Overview
OUR BRANDS MEET ALL YOUR DESIRES Erwan VEZIN VP of Enterprise Architecture ACCORHOTELS ACCORHOTELS//Overview Overview 1 AccorHotels Panorama A Worldwide Hotel Operator 583,161 ROOMS 25 %* France 1,633
More informationDevOps Journey. adoption after organizational and process changes. Some of the key aspects to be considered are:
VIEWPOINT DevOps Background The world is being transformed in fundamental ways with software and communication technologies. As bits reshape and pervade the atoms, connecting us and the world around us,
More informationEnagás Digital Transformation Framework
Enagás Digital Transformation Framework 24 th October 2017 WHAT IS DIGITAL TRANSFORMATION? It s (not only) about Technology New profiles, consumer behavior and leaders New business models CUSTOMER IN THE
More informationIT Strategic Plan
IT Strategic Plan 2017-2025 Condensed version Anthony Molinia, CIO IT Services, Resources Division IT Strategy on a page NeW Futures Strategic Plan Technology Horizons Client Centricity Omni-Modal IT IT
More informationThe innovation engine for the digitized world The New Style of IT
The innovation engine for the digitized world The New Style of IT New Style of IT supported by HP Software bernd.ludwig@hpe.com Copyright 2015 Hewlett-Packard Development Company, L.P. The information
More informationCHANGES AHEAD THE CONNECTED ENTERPRISE
This whitepaper describes the external and internal factors that force companies to continuously change in order to meet customer expectations, and how this impacts their businesses. By Michel van Herwijnen,
More informationAccelerate enterprise cloud adoption with Virtusa
CLOUD SERVICES Accelerate enterprise cloud adoption with Virtusa Cloud based integrated systems and processes have become central to an organization s business strategy and key to digital transformation
More informationOPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS
OPTIMIZED, PERSONALIZED AND DYNAMIC BANKING HOW ADVANCED ANALYTICS CAN SHAPE NEXT- LEVEL PRICING AND OFFERS New and disruptive competitors are wooing bank customers with easy, personalized, fits me interactions
More informationS/4HANA - digital core of the modern enterprise and key building block of streamlined enterprise architecture. Yuliya Seregina March 2017
S/4HANA - digital core of the modern enterprise and key building block of streamlined enterprise architecture Yuliya Seregina March 2017 Competing in Today s Digital Economy Requires Speed & Agility Hyperconnectivity
More informationthe way we do it Utilities Smart Home Services
Smart Home Services Smart Home Services The information contained in this document is proprietary. 2012 Capgemini. All rights reserved. Rightshore is a trademark belonging to Capgemini. THE SMART HOME
More informationGeorge Lawrie Vice President & Principal Analyst at Forrester Research Ltd
George Lawrie Vice President & Principal Analyst at Forrester Research Ltd Opening Keynote Session: Forrester Research Ltd ERP as a driver for digital transformation" ERP AS A DRIVER FOR DIGITAL TRANSFORMATION
More informationACCELERATE TO THE NEW ACCELERATING BIG DATA ADOPTION
ACCELERATE TO THE NEW ACCELERATING BIG DATA ADOPTION IT S NO LONGER ENOUGH TO BUILD IT AND RELY ON THE PROMISE OF BIG DATA FOR USERS TO COME YOU MUST ACTIVELY DRIVE USER ADOPTION TO SUCCEED WITH YOUR BIG
More informationIasa Engagements enhance Corporate Membership
Iasa Engagements enhance Corporate Membership A webinar presented by Iasa Global, 19th August 2015 For more information see http://iasaglobal.org/corporate-member-engagements/ Formally known as the International
More informationNAVIGATING DECISIONS. ACCELERATING RESULTS. Optimizing Enterprise Data for Better Business Insights
NAVIGATING DECISIONS. ACCELERATING RESULTS. Optimizing Enterprise Data for Better Business Insights PRODUCT DEVELOPMENT IS AT THE CORE OF EVERYTHING WE DO WHY TATA TECHNOLOGIES? Tata Technologies leverages
More informationDEVOPS. Know about DevOps.
DEVOPS Know about DevOps www.hcltech.com Practice Snapshot FOCUS AREAS (PEOPLE, PROCESS AND TOOLS) Continuous Planning Continuous Integration Continuous Quality & compliance Env Config & Release Mgmt Feedback
More informationAutomated Service Intelligence (ASI)
Automated Service Intelligence (ASI) Enriching information for action Automated Service Intelligence (ASI) Enriching information for action The New Challenge For The Intelligent Business As the pace of
More informationFive Key Themes from the Pulse 2017 Conference
Five Key Themes from the Pulse 2017 Conference An Overview by Aman Singh, Senior Associate, and Angeline Liu, Senior Technical Consultant June 2017 Now in its fifth year, Gainsight s Pulse 2017 conference
More informationDigital Workplace Transformation with G Suite
Home Digital Workplace Transformation with G Suite The need: A digital mindset By 2020, 20% of organizations will include employee engagement improvement as a shared performance objective for HR and IT
More information