BearingPoint Institute Report Issue 002 - Extract

1BearingPoint Institute ReportIssue 002 - Extract

Will your company pass the Sustainability Stress Tests? Xavier Houot

Faster, Higher, Stronger: Government Administrations can sprint tooAndrew Montgomery Paul Allen

In Cloud We Trust?Stefan Pechardscheck Christoph Schiefer

Who will be the winners in the Mobile Payments battle?Dr. Andreas Merbecks Christian Bruck

Hypercube – Seeing Beyond the Big (data) PictureAugustin Huret

Institute

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Institute

BearingPoint Institute Report Issue 002 - Extract

Leadership Team

Jon Abele

Eric Falque

Markus Laqua

Dr. Andreas Merbecks

James Rodger

Sergey Tkachenko

Advisory Board

Denis Delmas, President of TNS Sofres, Vice-President Europe and Board member of TNS Group

Dr. Jonathan Freeman, CPsychol AMRS Managing Director, i2 media research ltd. & Senior Lecturer, Department of Psychology Goldsmiths, University of London

Prof. Dr. Fons Trompenaars, Founder and owner, THT Consulting

Dr. Victor Vroom, Professor of Management and Professor of Psychology, Yale School Management

Editorial Team

Ludovic Leforestier

Jean-Michel Huet

Tanja Dietenberger

Jennifer Bierce

Angélique Tourneux

institute@bearingpoint.com www.bearingpointinstitute.com

BearingPoint Institute Report Issue 002 - Extract

1Welcome to this second issue of the BearingPoint Institute Report. In these challenging economic times, a few certainties hold: that all relationships are based on trust – including in business; that the pace of change is not abating – quite the opposite in fact. We believe that the way businesses and administrations respond to those imperatives will further extend the gap between the best and worst performers.

This report explores the dynamics of trust and transformation across varied domains, with five papers each the result of a collaboration between consultants working for real customers “in the field”, academics and our global network partners – ABeam and West Monroe Partners.

Trust is of course a foundation stone for Corporate and Social Responsibility programmes and in particular for their sustainability disclosure part where it translates into transparency and disclosure efforts. This is just a start, change being the only certainty, it is safe to predict 2030 will be a very different place from today. Business leaders have told us why embedding sustainability into their corporate strategy is now an urgent imperative for them. Read on to understand how Sustainability Stress Tests can help businesses translate structural trends into a graphical representation of how prepared they are and shape their future course.

Public administrations also have to cope with increased transparency expectations and change imperatives. Picking up from our open government piece in the first BearingPoint Institute Report, we explore in this current issue how new agile principles can be applied to government

transformation and modernisation. The agile government opinion piece advocates driving change in a series of “sprints” to deliver results before the end of a term.

In the financial industry, non-conventional entrants play the innovation card with emerging mobile payments solutions at a time consumers’ confidence in banks is at its lowest. Our research indicates that the response from banks, internet players and telecommunication companies to consumer demands will determine which ecosystem will dominate this market.

With “as a service” technologies adoption gaining momentum at a very fast pace, we provide in this publication a practical framework to explore if and how business can safely entrust the cloud with their data and processes.

Big data is yet another area that epitomises transparency and change, yet answers often remain hidden in plain sight. We explore how advances in mathematical sciences combined with cloud computing and industry expertise can answer complex business phenomena. In many cases, insight lies beyond the big data and out of reach from traditional statistics: answers you can trust are rather extrapolated out of the detail the small-data.

Read on for more on those subjects. We have also launched an iPad app, with the first issue of our BearingPoint Institute Report in full, plus some video interviews of its authors… and more is to come!

We’re keen to know what you think! Email me your feedback at institute@bearingpoint.com

Editorial Peter Mockler, Managing Partner – BearingPoint

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Paul AllenPaul is a Public Sector Director at BearingPoint Dublin

Andrew MontgomeryAndrew is a Public Sector Director at BearingPoint Dublin

Faster, higher, stronger: government administrations can sprint too - Extract

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Faster, higher, stronger: government administrations can sprint tooAgile government in action: a practical example

I am not an advocate for frequent changes in laws and Constitutions. But laws and institutions must go hand in hand with the progress of the human mind. As that becomes more developed, more enlightened, as new discoveries are made, new truths discovered and manners and opinions change, with the change of circumstances, institutions must advance also to keep pace with the times. We might as well require a man to wear still the coat which fitted him when a boy as civilized society to remain ever under the regimen of their barbarous ancestors. Thomas Jefferson, 1816

For the last number of years Governments have faced an era of economic downturn, increased unemployment and budgetary cuts, coupled with raised expectations and demands from citizens for public services. It has been a period where there have been many changes and transfers of power in elected Government, based on manifesto commitments for policy reform. Typically these new Governments have a period of three to four years to implement their policies before the electorate is asked to judge them on their success and the associated outcomes, and to be accountable in the lifetime of their administration.

In order for Government Administrations to deliver on these policy commitments they must become more

agile in terms of how they plan and respond to new and evolving demands for their services based on economic, social, legislative or environmental-driven change. Government agility means re-thinking the basic components used to deliver policy. It means making the mechanisms, structures and systems of Government far more adaptable to doing things in different ways. It is more than just an IT challenge however. It goes to the very heart of the organisational structures, processes and delivery mechanisms and contracts used by Government as their levers for policy delivery.

BearingPoint’s core strengths as an organisation are in helping our clients execute and realise benefits from their strategies, as opposed to simply developing those strategies. In this paper we leverage this experience to introduce and outline practical approaches for embedding agility into Government processes, organisational structures and technology to support the public sector reform agenda. Using a case study from the Irish Government’s Department (Ministry) of Social Protection (DSP), we examine their 10-year Service Delivery Modernisation programme and the approaches they took to making the transition to becoming a more agile agency. We look at the benefits and results that they have achieved in terms of their ability to more quickly and effectively implement Government policy at the macro level and their improved flexibility and efficiency in day-to-day operations using an agile approach.

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Institute

Argentina*

Australia

Austria

Belgium

Brazil*

Canada*

Chile*

China*

Denmark

Finland

France

Germany

Ireland

Italy*

Japan*

Korea*

Malaysia*

Morocco

Netherlands

New Zealand

Norway

Portugal*

Romania

Russia

Singapore*

Spain*

Sweden

Switzerland

Taiwan*

Thailand*

United Kingdom

United States*

Emerging Markets in Africa

* Markets served through our global network in Asia, North and South America: ABeam Consulting, West Monroe Partners & Business Integration Partners

About BearingPointWe deliver Business Consulting with Management and Technology capabilities. We are an independent firm with European roots and a global reach.

In today’s world, we think that Expertise is not enough. Driven by a strong entrepreneurial mindset and desire to create long term partnerships, our 3,500 Consultants are committed to creating greater client value, from strategy through to implementation, delivering tangible results. As our clients’ trusted advisor for many years (60% of Eurostoxx 50’ and major public organisations), we define where to go and how to get there…

The BearingPoint Institute provides “thought leadership” across borders and industries by:

• Advising leaders to understand the evolution of the global economy at a deeper level

• Exploring new thinking and developing roadmaps

• Elaborating provocative points of view about strategy and organisational change.

www.bearingpoint.com