ERPs and Enabling Technologies. July 2018

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1 ERPs and Enabling Technologies July 2018

2 Introduction Matt Stallard Director 2

3 Agenda Next generation of ERPs Enabling technologies Why data is key What skills are required Digital Strategy Q & A 3

4 Pick your favourite interesting fact. An Online Bookstore has more computing capacity than IBM and Microsoft combined 40% of America s workforce will be freelancers by 2020 By 2020, more people will own a mobile phone than have electricity or water Retail pharmacy acquired an insurance company as a defensive move vs. online bookstore all organisations are facing a very dynamic environment 4

5 Next Generation ERPs 5

6 The complicated historic landscape Nice to have customisations Years of breakfix Outdated requirements Heavy technical debt = High TCO Existing ERP Investments Standard Enhancements Z Copies Modifications Custom Forms Custom Reports Custom Fields Baseline ERP Standard Configuration 6

7 Leveraging the power of Cloud The expansion of ERP cloud is enabling organisations to leverage a range of application services that are scalable, cost effective and easily available Investment in cloud-based ERPs has grown significantly over the last 5 years ERP vendors are focused on integrating front and back office solutions Cloud is rapidly becoming a key component of organisations IT strategy Legacy ERP Complex Non-scalable Barriers to innovation Future ERP Simplified Core Collective Intelligence Drive for Digital 7

8 ERP innovation Customers are expecting a level of user experience that matches consumer grade services and apps To meet the demand, organisations must adopt a new enterprise IT model that takes advantage of the latest technologies Focus around the Digital Core Start building a platform for innovation Forrester predicts that more than 50% of global enterprises will rely on at least one public cloud platform to drive digital transformation. 8

9 The shift to the future Today Platform-driven Ecosystem Heavy technical debt = High TCO Existing ERP Investments Baseline ERP Reduction of Core Footprint Eliminate unnecessary customisation Transition dynamic, complex leading practices to Cloud & IoT Optimise Core-specific industry leading practices Baseline ERP Clean ERP = Agile, lower TCO 9

10 Enabling technologies 10

11 Where we are today? Process Robotics Cloud Visualisation Here now Emerging Advanced Analytics Blockchain Cognitive Computing In-Memory Computing 11

12 Evolving ERP vendor focus SaaS vendors are continuing to build intelligence into their core services Customer Experience Industry Workforce Engagement Cloud platforms provide APIs to build intelligent applications Enabling users to spend less time on manual, repeatable tasks, thus increasing productivity in the workplace AI Machine Learning Big Data Mobile Analytics Higher quality, more relevant data will be captured in our ERP systems IoT & Supply Chain Spend Management 12

13 Why data is key 13

14 Exponential growth of data Tsunami of data In general, organisations struggle to transform data into insights Finance System HR System CRM Operations System IoT Data Stream Enterprise Data Management Platform Data Harmonisation Manage Data: Create Manage Govern 14

15 Data is the new jet fuel Data today S o c i a l Data before D e v i c e s D i g i t a l C o r e ( R e l a t i o n a l D a t a ) C l o u d S e r v i c e s and the definition of Data is still evolving S e n s o r s N e t w o r k s & E x t e r n a l S e r v i c e s 15

16 VALUE Transforming data into analytical insights Technology is advancing to better consume big data and unstructured information Prescriptive Analytics Visualisation Predictive Analytics How can we make it happen? Foresight Advanced Analytics Descriptive Analytics What will happen? Insight In-Memory Computing What happened? Hindsight DIFFICULTY 16 16

17 What skills are required 17

18 We live in times of unprecedented change and opportunity Technology is everywhere Completely new jobs 65 % of today s primary school children will work in jobs that don t yet exist 2.6 billion+ smartphones in the world Jobs vulnerable to Automation 35% UK 47% US 77% China Tsunami of data 9x more Change in nature of a career Diverse Workforce 3 in 4 Millennials will make up half of all workers by 2020, and By 2025 they will comprise 75% of the global workforce years half-life of skills Diversity & Generational Change 25% global population from Africa by 2050 AI, Cognitive Computing, Robotics 500,000 in ,000 today Explosion in Contingent Work 40% US contingent workers by US 2020 contingent workers by

19 Our workforce is evolving Future Legend AI RPA Humans 19 19

20 Red, Blue and Purple People Business people know what data they need and can refine requirements Technology people are able to build and expose insights from data Typically, they do not have the skillset to design a data architecture to surface the insights required Change Manager SME Design. Thinker P U R P L E P E O P L E Software Developer Data Architect Technology Architect Typically, they do not understand the business requirements but can design the data architectures Information. Designer Data Scientist 20 20

21 Digital Strategy 21

22 What does this mean for Shared Services What makes Shared Services digital? What do you need to get there? Personalisation Customised user-centric experience Accessibility Multi-channel access with intuitive interface Agility Use of agile methodology and flexible talent to pivot and adjust Integration End-to-end integrated ways of working Experience Speed Analytics Strong analytics capability leveraging central view of organisational data Collaboration Effective engagement mechanisms and governance processes Automation Streamlined processing via a combined human and digital workforce Proactive decision making Predictive analysis to drive decisions across the organisation Insight Innovation Performance of increasingly strategic, value-added services Risk-taking Risk-taking, agile, continuous learning culture New Skillsets Diverse skills such as design thinking, userinput, technology skills Standardisation Continuous improvement to harmonise and simplify processes Talent and Culture Governance Proactive, adaptable governance structure Augmented teams Flexible, cross functional teams complemented by a digital workforce Process & governance Cloud Real time data mining and exponentially faster processing Data/information availability Rich, clean, structured data Cognitive Advanced technologies such as machine learning and AI Technology Mobile Apps Reliable, on-the-go access Robotics Automation via enabling and new technologies 22

23 Key questions for your journey ERP Instance Strategy Define your future ERP instance. Will you adopt cloud vs on premise? Which platform works best for your organisation? Standardisation Determine the levels of standardisation achievable across your landscape? Where do you need to drive differentiation? Why? Relevant Emerging Technologies Determine which enabling technologies would bring the most benefits to your business processes Cloud Readiness Evaluate how your organisation prepares for a modern architecture? How do you adapt to this change? Business Data Identify the information drivers for your organisation? How could these evolve or what new insights are required? 23

24 Q&A 24