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3 Years of Transformation Research …The collaborative work synthesizes three years of research by MIT and Capgemini Consulting on Digital Transformation

One of the 30 resulting principles from the Study is about intelligent design; that principle is called ‘Think Design’

Customers and employees interact, transact and work with organizations through a growing myriad of channels. Their experience during these interactions make them loyal to an organization or cause them to leave forever: it’s a key differentiating element. To create the right stage for customer and employee experiences, turn to Design Thinking. Make sure that you apply it throughout your transformation efforts, including the design of your services and processes. Build the right consciousness, desire and capability to design and deliver compelling experiences, from a radical outside-in perspective.

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Process and BPM are Key Pieces in an Adaptive and Agile Company

To get adherence for intelligent design, an organization must follow design patterns

Intelligently design the transformations with a focus on business agility, re-usability (to address future complexity) and capability maturity.

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Cisco BPM Adoption

Capgemini identifies Pega as possible BRMS platform for Cisco and introduces

Capgemini delivers rigorous Pega Proof of Technology for EA

Cisco selects Pega as BPM / BRMS platform

Capgemini advocates the establishment of Enterprise BPM Competency Center to enable organization adoption.

Capgemini operationalizes the Enterprise BPM Competency Center. Awarded PegaWorld 2013 Thought Leadership Award for Cisco Systems

GSSC selects Pega for Command Center platform.

Capgemini contributes design review and performance enhancement for GSSC Command Center RMA

Capgemini begins establishment of the first Federated BPM CoE for GSSC

Capgemini delivers PoC for:•Collections•Service Discount Guidance•Tax Exposure Mitigation•Annual Policy Renewal…more

Capgemini delivers multiple successful releases for Sales Discount Guidance

Capgemini delivers effort for SCoRE

Capgemini delivers effort for Collections -ICMS

Adoption Strategy

Services Supply Chain Asset Delivery

Adoption Asset Delivery

Commerce Asset Delivery

Finance Asset Delivery

Pegasystems delivers GSSC ARCH development. Capgemini operationalizes enterprise

support model for all Cisco Pega deployments

Capgemini Begins SortP Development

Capgemini delivers effort Supply Chain

Supply Chain Asset Delivery

Gartner Awards Cisco GSSC with BPM Excellence Award

Channel Partner Asset DeliveryCapgemini leads effort Channel Partner Enablement

Dozens of Successful Deployments across 7 Discrete Business Entities within 2.5 Years of Cisco/Capgemini/Pega Partnership

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Business Process Architecture (BPA) Process View

6

BPA

Document / Understand Socialize Identify / Govern

Intake Approve Execute

Taxonomy / Hierarchy Framework Modeling Notation

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The Framework is a linking of Business Processes into a taxonomy structure

Level 1 - The critical core business processes that:• Are in a non-Segment based business process organizational hierarchy• Encompass the major categories, within each Value Stream, that produce an End to End Process• Provide a framework that is not constricted by function, geography or company boundaries

Level 2 - The process categories within an End To End Process that:• Represent the major steps and supporting processes that combine to create the top level End to End Process• Provide for a high level grouping of related processes

Level 3 - Logical breakdown of business process groups as defined in Level 2 that:• Separate the related processes into groups of similar activities or actions• May contain

• Individual processes that lead to different outcomes • Different processes for completing the same action

Level 4 – A self contained work unit that represents a single step in an End to End process that:• Identifies a triggering event to initiate a set of actions and decisions• Contains an measurable event or outcome that indicates the process has

completed.• Includes a series of logical steps and decisions based on achieving the

outcome.• Provides logical alternative routes and endings.• Identifies processing groups and roles uniquely assignable to the process

Level 5 - The work instructions related to a single process box in a process flow that:• Provides a user with step by step instructions to

complete an action • There can be many scripts related to an individual

process box (e.g., standard journal entry, multi currency entry, intercompany , etc..)

End To End ProcessLevel 1

End To End ProcessLevel 1

Major ProcessLevel 2

Major ProcessLevel 2

Business ProcessLevel 3

Business ProcessLevel 3

Process StepLevel 4

Process StepLevel 4

Work InstructionsLevel 5

Work InstructionsLevel 5

Business Process Architecture -Taxonomy Structure Definition

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Cisco’s Adaptive Enterprise Model

Business

Operations

Systems

Technology

Business ModelsUser Interaction and Transactions

Business OperationsCapabilities and Services

ApplicationsServices Delivery

Platform Building BlocksNetwork as the Platform

Service Levels

Entitlement

Decision Support

Transactions

Validation

RE

QU

IRE

ME

NTS

Sense and Respond

Business Intelligence

Modelling and Simulation

Process Enablement

Maps and GIS

B2B and Webservices

CA

PAB

ILITIES

Policy Analytics

Data

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Business Operations Platform Imperative

Strategy

Organization

Infrastructure

Software

“It is not uncommon for an IT organization to take 5 or more years to make significant enterprise-wide changes; this pace just doesn’t support the business initiatives required in a competitive market.”

1- 2 Years

3 – 6 Months

6 - 10 Years

6 - 10 Years

The Business Operations Platform Imperative,

bpm.com

Cisco Confidential 10© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Managing Over 100,000+ Network Devices in More

Than 75 Countries

3500+ Video Endpoints, 800,000+

IP Phones, and 3200+ UC Servers Managed

28+ Years of Innovation Leadership Supporting

Complex Networks

Cisco Services: Scalable Coverage, Deep Experience• Covering 128 countries• 1300+ depots• $6B+ in spare parts inventory• 840,000 parts delivered annually• 250,000 service requests quarterly• Engineers average 5+ years of industry experience

Cisco Services

HOME

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Global Service Supply Chain (GSSC) iBPM Business Case

Business Objectives The Challenge GSSC VisionMeet Customer SLA’s

I.e., 2hr, 4hr, Next Business Day

Scalable Business, flat cost 10% YoY RMA growth 6% Revenue Growth

Reduce Time To CapabilityMonths-to-Minutes

ERP maintenance Costly Change is time-bound

Business agility blocked by systems flexibility

Proactive Service Supply Chain

Real-time visibility to processes

Management by exception

A platform for collaboration

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Elements of an informed iBPM Style

Pace Layering Meet in the Middle Business Technologists CoE Business SMEs evolving

applications in real-time Solve Business Problems

Governance Best Practice Reuse / Industrialization

Liberate business process from monolithic ERP

Business + IT working together

Applied iBPM: Concept to Reality

Systems of Innovation

Systems of Differentiation

Systems of Record

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Systems of Innovation

Systems of Differentiation

Systems of Record

SO

RT

Pro

cess

ing

SO

RT

Res

olve

SO

RT

Rou

ting

Ass

et R

ecov

ery

Com

man

d H

ub

Bac

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ntitl

emen

t

Dyn

amic

R

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pt a

nd

Dis

posi

tion

Bac

kord

er

Man

agem

ent

Rep

air

Obl

igat

ion

Rec

onci

liatio

n

TPL

Fina

ncia

l C

ontro

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Tran

spor

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anag

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Bus

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Stra

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NP

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GSSC Business Operations PlatformPowered by Pega7

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Origins of the “Design Pattern” NotionThe term originated from “architecture” i.e., buildings and cities.

General purpose language, within a domain specific context, to describe archetypes and reusable components.

1995 book “Design Patterns: Elements of Reusable Object Oriented Software” by the “Gang of Four” becomes a canon for software design.

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What is a Design Pattern?• A Design Pattern is simply a template!• The patterns themselves address issues of

• Functionality- what an instance performs• Aggregation- what operations can be performed across a collection of

related instances• Delegation – when one instance gives up control to another instance• Consultation – when one instance consults some external instance without

ceding control

• Design Patterns need not be purely technical

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Design Patterns for Reusable iBPM

Process-Oriented Business Function+

iBPM Capability

Examples:Customer Care Agents, Incident Response Team

Examples: Business Rules Engine,Case Management Tools

iBPM Design Pattern Examples:Incident Management

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iBPM Design Pattern Categories

Categories of Design Patterns

Category Explanation

Sample Patterns

Business Process Origination Business applications wholly contained within the BPM platform

• Routine Work Automation• Agent Processing• Non-Routine Work Automation

Business Process Monitoring BPM platform applies its rules engine and collaboration capabilities in a monitoring capacity

• Sense and Respond• Analyze and Report• Wrap and Renew

Business Process Improvement Process visibility, metrics and analytics enable process improvement activities

• Decision Strategy• Incident Management• Root Cause Analysis

Content Management Project artifacts, process artifacts, and reference data are wholly managed within the BPM platform

• Document Management• Correspondence Management• Master Data Management

Transaction Management Case Lifecycle Management enables end-to-endtransaction management

Application Composition The ability for users to interact with you processes whenever and wherever appropriate

• Headless Rules Engine• Webservice Integration Point• User-defined application experience

• Receive • Respond • Route• Research • Report • Resolve

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Wrap and Renew

Dynamic Receipt and Disposition (DRD)• Incident Management Implemented FY13• Asset Recovery Command Hub implemented in FY14

Primary “work” of Asset Recovery function outsourced• ERP/B2B Still Drives Business (Accounting)• Same Asset Recovery Team/Same Tools

- add RADAR/BEE case mgmt.

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Headless Rules Engine

Service Order RMA Tool Processing (SORTP)• Legacy Applications call Pega

WS for Validation• Validation Rules are 100%

administered by the business

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Install Foundation Extend the Platform Reap Rewards

• Command Center: Order-to-Return• End-to-End Visibility• Incident Management (ITIL)• Problem Management (ITIL)

• Command Center: Source-to-Stock• Prioritize work

• Inventory Availability

• Asset Management• Branch Workstreams

• RMA Demand Management• Headless Rules Engine

• SORT Resolve/Routing• Cust Sat (fewer holds)

• Savings

• Efficiency

• Dynamic Receipt and Disposition• Reduce TPL Cost

• Accelerate availability of Critical Parts

“Command Center” Pattern

Q & A

#PegaMFG

Phil DeGuzman

@PHILD_IT_GUY

Phil.DeGuzman@Cisco.com

Contact Info

22

Andrew Mathieson

BPA Strategist

andrew.mathieson@capgemini.com