See through the technology to what matters

Transcription

1 See through the technology to what matters Fujitsu World Tour Copyright 2017 FUJITSU FUJITSU 2017

2 Digital is a reality 52% say their business will not exist in its current form in 5 years time Digital disruption: the new normal 9 in 10 say digital has already disrupted their sector with 98% saying the same of their own organisation Taking action: Thriving in a digital world Three quarters (73%) say technology lies at the heart of an organisation's ability to thrive Business evolved: survival of the fittest Three quarters (71%) agree on the need to innovate faster in order to stay relevant Better together: co-creating digital confidence Two thirds (67%) say that partnering with technology experts is essential in the future Conducted in September 2016 by Censuswide, surveying C-Suite executives within mid to large sized businesses across public sector, financial services, retail and manufacturing in nine countries: Australia, Finland, France, Germany, Italy, Spain, Sweden, UK and US 1 Copyright 2017 FUJITSU

3 Digital means different things to different people Better understanding of individual Customers Disney Customer Intimacy Maximising Customer Experience Amazon Business Model Transformation From goods-selling to service-provision Fast value realisation to meet individual customer s need (mass customisation) airbnb Uber Operational Excellence Empowerment of employees Autonomous Operation General Electric UK Government Intelligence in Product and Service Tesla Product Leadership Co-creation of Innovative Value Apple 2 Copyright 2017 FUJITSU

4 Digital transformation at 3 levels Digital Project Apply digital to a function or a product and service Digital Business Apply digital to the heart of business Digital Arenas Co-create greater value with partners Idea Evaluation Digital Technology Prototype Digitalized Product or Service Cloud Mobile Digital Business Platform Security IoT AI Analytics Customer Interface Mobility Quality of Life Trial Operation Marketing Safety 3 Copyright 2017 FUJITSU

5 Processes re-imagined Traditional Business Model Potential New Business Model Bank Bank Works Estate Agent Works Estate Agent Removals Research Removals Research Solicitor Data flow Decision flow Solicitor 4 Copyright 2017 FUJITSU

6 Volumes and Transactions Most famous social network sites worldwide as of April 2017, ranked by number of active users (in millions) ,000 1,500 2,000 2,500 Facebook WhatsApp YouTube Facebook Messenger WeChat QQ Instagram Qzone Tumblr Twitter ,000 1,000 1,200 Number of Active Users 1,968 Source: 5 Copyright 2017 FUJITSU

7 Thriving in the digital world New normal: Advanced incumbents, established start-ups Laggard incumbents drop off Early adopters embrace the new models Mainstream customers adopt Advanced incumbents begin to adapt New trends emerge Innovative start-ups create disruptive business models After: Strategic principles for competing in the digital age. Martin Hirt and Paul Willmott 6 Copyright 2017 FUJITSU

8 Impact What drives impact in digital? Successful digital transformation comes not from implementing new technologies but from transforming your organisation to take advantage of the possibilities that new technologies provide. Major digital transformation initiatives are centred on re-envisioning customer experience, operational processes and business models. Companies are changing how functions work, redefining how functions interact, and even evolving the boundaries of the firm MIT Centre for Digital Business Customer Employees Business Process Data Applications Technology Traditional Focus 7 Copyright 2017 FUJITSU

9 Digital changes the perspective Traditional Business >> Know your product Know your market Know your sector Know your customer << Digital Business Know your product Know your market Know your sector Know your customer 8 Copyright 2017 FUJITSU

10 High Speed Salad or is it? 9 Copyright 2017 FUJITSU

11 How we have designed new interactions Providing Thought Leadership Knowing the Customer Making the End State come to life Gaining Advocacy from Customers Created a vision supporting their business problem in transport, construction and technology in learning Talked about what we re good at (outside of IT) people development and talent management Understanding key messages/themes to excite our customer e.g. diversity in construction & transport industry Use techniques which we knew would resonate with them Position people in to talk to the customer who were closer to the problem Created a video, using an iphone and windows media player which wasn t perfect Ask our primary customer if we could have a joint conversation with the college together Knowledge sharing relevant and useful information 10 Copyright 2017 FUJITSU

12 How we help build capabilities in our people Confirm and Align Design and Plan Build and Deliver Operate and Improve Benefit Planning and Business Case Develop the business case for change Approval via benefits realisation plan Start Management of Change through Stakeholder Engagement Start Communicating Change Effectively Identify and qualify benefits Develop leadership alignment and commitment Determine governance Prioritise and determine business value Stakeholder mapping Establish benefits measurements Create communications strategy Create communications plan Create communications Create change network Tracking of stakeholder buy in Set up benefits monitoring process Deliver communications Stakeholder engagement maintained through communications Monitor progress of iniatives Go live readiness review Maintain benefits register Tracking of stakeholder buy in Go Live review Communicate success Report benefits status Continuous improvement strategy implemented End End Start Organisational Impact, Process and Design Start Vision and key messages created Assess existing business change capabilities Understand business requirements Conduct previous transformations assessment Develop future state design To-be process development Conduct impact assessment Create business change strategy Create business change plan Initiate change strategy and plan Review and feedback cycle Monitor increased capabilities Review and feedback cycle Conduct lessons learned session Create continuous improvement strategy End End Enhancing Business Capability through Training and Development Ensure change aligns to other Conduct programmes organisational culture assessment Assess transition risks Conduct current state assessment As-is process review Conduct training needs analysis Compile training strategy and plan Review and feedback cycle Design and test training materials Deliver and evaluate training Analyse training effectiveness Identify and document ongoing training requirements Start End Go Live KEY: Information Share Business Change Activities Supporting Tools Milestone 11 Copyright 2017 FUJITSU

13 It is about people and not bags 12 Copyright 2017 FUJITSU

14 Digital driving a new operating model Customer Knowledge and Insight Know your Processes Optimising old processes Enabling new processes Doing what was impossible New Markets New sources of insight and innovation New products and services New geographies New Platforms New partners ( and competitors!) New shorter value chains (disintermediation) Data Digital Governance Digital Skills 13 Copyright 2017 FUJITSU

15 Data The revolution isn t coming it s already under way. In the science of management, the revolution in big data analytics is starting to transform how companies organise, operate, manage talent, and create value. McKinsey, Straight talk about big data 2016 Leadership Collect Strategic focus Company wide adoption Curate Data Quality Corporate and open data Analyse Prioritise use cases Iterative approaches Act Follow insights Celebrate success Security and Trust 14 Copyright 2017 FUJITSU

16 Human Centric Innovation Human Empowerment Better Experience Quality of Life Creative Work Decision Support Acquiring Knowledge and Skill Sensors Connected Infrastructure Smart Home Smart Cars Smart Factory Smart Agriculture Smart Healthcare Smart City Robots Information from People and Things Business and Social Information Creative Intelligence Information Analysis Algorithms and AI Security and Privacy Copyright 2017 FUJITSU FUJITSU 2017

17 Fujitsu Vision Digital Transformation and Business IoT Analytics Mobile Human Centric Innovation AI Portfolio of technologies and services, driving digital transformation Cloud SDCI Integrated Computing Security 16 Copyright 2017 FUJITSU

18 Digital provides different benefits Community: CEO, CxO, Business Directors Community: CIO, CTO, COO 1. Mastering Business Innovation Identifying business opportunities and co-creating new services ways of working for business who want to exploit innovative services. Driving business effectiveness and efficiency of current business processes, systems and infrastructure to remain competitive. 3. Mastering Enterprise Productivity Community: CDO, CMO Sales and Customer Service Directors Community: Compliance Officer, CSO and HR Director 2. Mastering Customer Engagement Developing a better understanding of customer behaviours and needs in order to delight, retain and grow the customer base. Maintaining compliance against legal and regulatory requirements and ensuring wellbeing of customers and employees. 4. Mastering Compliance and Wellbeing 17 Copyright 2017 FUJITSU

19 Enabling the business to change Plan Discover & Prepare Deploy Operate Transform Strategy Vision/Strategy Strategic Benefits Identified Benefits Planning & Monitoring Benefits Realisation Project Definition Technology Implementation Discovery Workshop Stories Captured Data Integrations Testing Sprint Sprint Sprint Sprint Go-live Readiness Stakeholder Engagement & Communications Change & Communications Planning Champion Engagement Change & Communications Delivery Stakeholder Mapping Stakeholder Engagement Go-Live Business Driven Exploitation Technology Live Service Live Service Business Process Optimization As-is Process Capture Lean To-be Process Design Process Deployment Embed Processes Process Optimisation Adoption Training planning (TNA, Strategy, Plan) Combined Governance Programme Management Support Model Developed Support Model Deployed Support Model Optimised Training Development & Delivery Training Sustainability Corporate Governance Platform Management Idea stimulation Eco-system IP Activ8 identification Hackathons Idea distillation Industry solution Industry alignment jams Rapid prototype development Proof of concept value Anchor tenant delivery Market value test Industrialise delivery Emphasise business value Fujitsu Services Operation Continuous Improvement Roadmap enhancements Product Lifecycle Services 18 Copyright 2017 FUJITSU

20 19 Copyright 2017 FUJITSU