digital business transformation · 2018-09-13 · one definition of the digital business...
TRANSCRIPT
© CGI Group Inc. CONFIDENTIAL
Digital Business TransformationWhy ? What ? How ?
Kim Andersen
1-11-2017
2
Agenda
Voice of Client in Nordics
What is Digital Business Transformation
How do you take on Digital Business Transformation
Examples of Digital Transformation
2
1
3
4
Closing5
© CGI Group Inc. CONFIDENTIAL
What is Digital Business Transformation
One Definition of the Digital Business Transformation
Digital Business Transformation is Organizational
Change through the use of Digital Technologies
and Business Models to Improve Performance.
4
Michael Wade
IMD Professor of Innovation and Strategy
Digital Business Transformation conseptual framework
June 2015
CGI’s Tilgang til Digital Strategi og Transformation
fokuserer på alle tre områder af transformation.
Digital ændrer tankegangen i organisationer
Når vi skærer digital transformation ind til benet er teknologi kun en del af svaret. At realisere et løfte om digital
transformation kræver ændringer på tværs af tre områder; Organisation, Forretningsmodel og Teknologi.
5
Forretningsmodel,
Driftsmodel & Proces
Teknologi
Organisation,Kultur, &
Mennesker
Ændre spillereglerne
• Optimér kundeoplevelsen på tværs af
alle kontaktflader
• Træf beslutninger baseret på indsigt
• Forøg innovation og samarbejde
• Skab nye markedsmuligheder, produkter
og services.
• Udforsk nye forretningsmodeller
• Tænk udefra-og-ind, lav partnerskaber
• Vær sparsom og simplificer
• Øg hastigheden og bliv agil
Udnyt ny teknologi
• Flyt til realtids løsninger
• Automatiser mest muligt
• Anvend ny teknologi
• Udnyt teknologiens muligheder og drag fordel af åbne platforme
Forander organisationen
• Evaluer dit lederskab
• Revider strukturer
• Juster risikovilligheden
• Moderniser kultur og miljø
• Aktiver de nysgerrige medarbejdere
• Træf beslutninger på baggrund af
indsigt
• Tilskynd innovation og samarbejde
© CGI Group Inc. CONFIDENTIAL
Listening to the Voice of Our Clients
CGI Clients’ global insights –
Nordic comparison
CGI’s Voice of Our Clients programIn 2017, we conducted globally 1300 in-person client interviews, whereof 200 in the Nordics as part of our annual Voice of
Our Clients program to listen to their perspectives, refine our thinking, inform our investments, and evolve our strategy to
lead them as their partner and expert of choice.
10 Industries Nordics
Consumer
Intensive
32%
Banking
Communications
Retail & Consumer
Asset
Intensive
24%
Risk &
Investment
Intensive
44%
Insurance
Health
Oil & Gas
Transportation
Government
Manufacturing
Utilities
21%
3%
16%
12%
9%
2%
5%
16%
3%
13%2 3 3
5
9
12
1316
16
21Oil & Gas
Utilities
Communications
Transportation
Insurance
Health
Banking
Retail & Consumer
Manufacturing
Government
2017 Nordics client interviewsIn the Nordics, we interviewed 200 clients, whereof 37% were Business Leaders and 63% IT Leaders.
Number of interviews Client Management Level
37% 63%
IT LeadersBusiness Leaders
55%
27%
18%
C-level Ops level Management Other Exec.-level
1024
144
1327
200
Global Nordics
2016 2017
Industry Trends
Which industry trends are having the most impact on your organization?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
New delivery models / Agile
Use of analytics to innovate
Increasing business model changes
Lack of suitable technology
Growing collaboration and interoperability
Growing use of digital technologies (Advanced Analytics,Robotics, etc.)
Cost pressures slowing responses
Need to respond to regulatory demands
Growing cyber risk
Becoming digital organizations to meet customer expectations
Nordics Global
Actions to address regular reformsFor several years, clients have cited regulatory reforms as a top industry trend.
What actions is your organization taking to respond?
0% 10% 20% 30% 40% 50% 60% 70%
N/A
No answer
Business model changes
No Action
Need to respond to regulatory requirements
Growing collaboration and interoperability
Increasing investments in mergers and acquisitions toaccelerate growth
Increasing investments in geographic expansion to accelerategrowth
Cost or budget pressures slowing response
Increasing investments in new products and services
Nordics Global
Business prioritiesWhat are your organization’s top business priorities?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Cost or budget pressures slowing response
Growing use or experimentation with digital technologies(Analytics, Automation, etc.)
Need to respond to regulatory requirements
New delivery models / Agile
Develop innovative new service and solutions to drive newrevenue streams
Growing collaboration and interoperability
Need to modernize
Addressing cyber risk
Applying analytics for insight or optimization
Becoming digital to meet customer expectations
Nordics Global
IT priorities
What are your organization’s top IT priorities?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Cost or budget pressures slowing response
Talent challenges
Need to respond to regulatory requirements
Business model changes
Growing use or experimentation with digital technologies(Analytics, Automation, etc.)
Addressing cyber risk
New delivery models / Agile
Applying analytics for insight or optimization
Need to modernize
Becoming digital to meet customer expectations
Nordics Global
Overall IT budget changeIn order to implement your organization’s IT priorities: In terms of your overall IT budget, do you plan to
increase or decrease spending year over year?
0% 10% 20% 30% 40% 50% 60% 70%
Decreasing
Flat
Increasing
0% 5% 10% 15% 20% 25% 30% 35%
> 10%
8% to 10%
5% to 7%
2% to 4%
Flat (1% to -1%)
-2% to -4%
-5% to -7%
-8% to -10%
< -10%
Nordics Global
IT priorities spending trends
What is driving the spending trends in your IT budget?
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
Delivery of innovative new products or services to market
Becoming digital organizations to meet customer expectations
Cost or budget pressures slowing response
Growing use digital technologies (Analytics, Automation, etc.)
Respond to regulatory drivers
Delivery of new products or services
Addressing cyber risk
Applying analytics for insight or optimization
New delivery models / Agile
Need to modernize
Nordics Global
Innovation investments, last year
What have you invested in innovation over the last year?
0% 10% 20% 30% 40% 50% 60% 70% 80%
Protect the Bank
Approach TBD
Business model changes
Innovation to drive new services to market
Operational improvement
Experimention of digital technologies
Addressing cyber risk
Applying analytics for insight or optimization
Need to modernize
Becoming digital organizations to meet customer expectations
Nordics Global
Innovation investments, next 3 years
Looking ahead to the next 3 years, in which areas does your organization plan to invest in innovation?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Approach TBD
New delivery models / Agile
Business model changes
Innovation to drive new services to market
Operational improvement
Experimention of digital technologies
Addressing cyber risk
Need to modernize
Becoming digital organizations to meet customer expectations
Applying analytics for insight or optimization
Nordics Global
Organizational structure for digital & innovation
How is your organization structured to test and learn new ways of working for digital transformation and/or
innovation purposes?
0% 10% 20% 30% 40% 50% 60% 70%
New digital leaders
N/A
Governance improvements
Applying analytics to optimize the business
Approach TBD
Grassroots innovation
Adoption of agile or new collaboration
Digital within lines of business
Partner externally
Separate digital team
Nordics Global
Digital transformation challenges
Describe any significant challenges your organization faces in implementing its digital transformation strategy?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Partner externally
Lack of strategy
Becoming digital organizations to meet customerexpectations
Regulatory Challenges
New digital leaders
Applying analytics to optimize the business
Growing cyber risk and / or cyber initiatives
Budget or funding challenge
Change slowed by technology and agility constraints
Culture, talent or digital employee challenges
Nordics Global
Digital transformation – stage of journey
Stage in Journey Automation – digitizing paper-based processes
Stage in Journey Digital only – creating digital-only channels and experiences
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Investigating
Proof of concept (POC)
Transformation in progress
Transformation largely achieved
Not for us
Nordics Global
0% 5% 10% 15% 20% 25% 30% 35%
Investigating
Proof of concept (POC)
Transformation in progress
Transformation largely achieved
Not for us
Nordics Global
Digital transformation – stage of journey
Stage in Journey Robotics – digitizing to reduce need for most human interactions
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Investigating
Proof of concept (POC)
Transformation in progress
Transformation largely achieved
Not for us
Nordics Global
Stage in Journey Artificial Intelligence – real-time machine learning
0% 10% 20% 30% 40% 50% 60% 70%
Investigating
Proof of concept (POC)
Transformation in progress
Transformation largely achieved
Not for us
Nordics Global
Remarks, Global vs. Nordics
• Business priorities closely inline 1. Becoming Digital Org
2. Nordic: Growing collaborations and interoperability vs. Global: Apply Analytics
3. Nordic: Apply analytics, Global: Growing cyber risk
• IT priorities globally equal1. Becoming Digital Org
2. Need to modernise
3. Nordic: New delivery models / Agile, Global: Apply Analytics
• IT Budgets in Nordics shows growth • (Nordic 65% grows IT budget while globally 49%)
21
0% 20% 40% 60% 80%
Decreasing
Flat
Increasing
Nordics Global
Remarks, Global vs. Nordics
• Innovation investments in 3 year perspective highlights data driven business/analytics
• How to organise Digital and Innovation type of way of working? Common approach globally.1. Separate digital team
2. Partner externally
3. Digital within lines of business
• Challenges on digital transformation in Nordics seen close to global view, except budgeting where difference is higher:
• Culture & talent challenges (Nordic 79% / Global 81%)
• Change slower due to technology and agility constrains (Nordic 68% / Global 72%)
• Budget and funding challenge (Nordic 41% / Global 51%)
• Path to Digital first thinking is global phenomenon and largely in same stage
• RPA and AI/Machine learning is seen more interesting in the Nordics than globally• In RPA 39% are investigating and 23% working with POC´s in the Nordics
• In AI 59% are investigating and only 11% working with POC´s in the Nordics
22
© CGI Group Inc. CONFIDENTIAL
¨How do we take on Digital Business
Transformation
A Business Transformation is Digital when it is built on a foundation for Digital Technology
The following technologies are most significantly associated
with digital transformation:
• Analytics tools and applications, including ‘big data’
• Mobile tools and applications
• Platforms upon which to build shareable digital capabilities,
like cloud solutions and app marketplaces
• Social media tools and applications
• The Internet of Things, including connected devices and
‘smart’ networks
• Robotics (RPA) and artificial intelligence (AI)
24
Together these digital technologies,
often cumulatively referred to as the
Internet of Everything (IoE), is having a
profound effect on how organizations
and industries are transforming, often
as a result of new technology-enabled
business models.
Target of the Digital Business Transformation is to improve Performance and
Productivity
The combination of organizational change and digital
technologies has the potential to improve performance in
multiple areas:
• Increased revenues
• Improved efficiency
• Reduced costs
• Faster and more successful innovation
• More effective knowledge collection
• Sharing and use, enhanced customer engagement and
customer service
• Sustained protection against digital disruption
25
These performance improvements
are quantifiable because they can be
measured and reported. The
quantifiable nature of many digital
technologies, such as connected
devices, big data, and social media is
a key enabler of digital business
transformation.
Karakteristika for en digital virksomhed
Drivers
Inside-out
1. Forretningsprocesser og deres gennemførelse kan spores – digitale fodspor.
2. Forretningsregler - kan spores elektronisk.
3. Løsninger, tekniske eller funktionelle - kan udskiftes
Outside-in
4. Kunder, partnere og leverandører kan interagere – menneskeinteraktion er en differentiator
5. Antallet af samtidige udførelser af en proces kan skaleres.
6. Slutbrugeroplevelsen er ikke altid stramt afhængig af tilgængeligheden af internet – eller telefonforbindelser eller den anvendte type enhed.·
7. Nøgletjenester altid tilgængelige for kunden, samarbejdspartneren eller leverandøren.
Outside-out
8. Produkter og tjenester opdateres løbende – som følge af indsigter
9. Influent baseret påvirkning af formidlingskanaler
10. Relevansbaseret produkt og service tilgang – baseret på kundeindeks.
26
Implikationer
1. Tid - konceptet til den faktiske løsning
- skal være i størrelsesordenen uger
eller måneder.
2. Når en proces er understøttet på
mere end en måde- tvinger ikke
brugeren til at ændre adfærd
3. Data - skal afstemmes og holdes
synkroniseret. Market fit og løsnings fit
kræver en dyb forståelse af demografi
af kunder, partnere og leverandører.
4. Opgraderet infrastruktur- og
sikkerhedsproblemer
5. Støttefunktioner skal ændre måden
hvordan ressourcer vurderes -
supportfunktioner bliver katalysator for
transformation
CGI’s Tilgang til Digital Strategi og Transformation
fokuserer på alle tre områder af transformation.
Digital ændrer tankegangen i organisationer
Når vi skærer digital transformation ind til benet er teknologi kun en del af svaret. At realisere et løfte om digital
transformation kræver ændringer på tværs af tre områder; Organisation, Forretningsmodel og Teknologi.
27
Forretningsmodel,
Driftsmodel & Proces
Teknologi
Organisation,Kultur, &
Mennesker
Ændre spillereglerne
• Optimér kundeoplevelsen på tværs af
alle kontaktflader
• Træf beslutninger baseret på indsigt
• Forøg innovation og samarbejde
• Skab nye markedsmuligheder, produkter
og services.
• Udforsk nye forretningsmodeller
• Tænk udefra-og-ind, lav partnerskaber
• Vær sparsom og simplificer
• Øg hastigheden og bliv agil
Udnyt ny teknologi
• Flyt til realtids løsninger
• Automatiser mest muligt
• Anvend ny teknologi
• Udnyt teknologiens muligheder og drag fordel af åbne platforme
Forander organisationen
• Evaluer dit lederskab
• Revider strukturer
• Juster risikovilligheden
• Moderniser kultur og miljø
• Aktiver de nysgerrige medarbejdere
• Træf beslutninger på baggrund af
indsigt
• Tilskynd innovation og samarbejde
28
© CGI Group Inc. CONFIDENTIAL
Examples
Forretningsmodel
DIN VIRKSOMHED DINE KUNDER
Internet
of Things
Mobility
Security
Big Data
Analytics
Machine
Learning
HOME
ReadTracker PORTEFØLJE
ReadTracker is a system that detects whether a sent
printed matter have been opened by the receiver. Post
Distributor goes thus from being a supplier to being an
active partner to their clients whether they are distributing
direct mail or ads.
The trend towards digitalization is catching on in every
industry. It is creating new business models with new
added value for your customers
EXIT
CGI Beacon Platform
Digital
Customer
Insight
DIN VIRKSOMHED DINE KUNDER
Internet
of Things
Mobility
Security
Big Data
Analytics
Machine
Learning
HOME
…
PORTEFØLJE
CGI Beacon er en cloud-based platform for mobil Apps, der trigger
kontekstbevidste budskaber til slutbrugeren og muliggør brugen af
real-time data til forbedring af kundeoplevelsen.New value-added services to
their customers via iBeacon
and mobility
Posti is the first in the world to
integrate beacon technology for
indoor parcel tracking.
Enhance customer experience
by implementing processes to
faster boarding, less wait times.
EXIT
Video Analytics
www.affecto.com/video-analytics
Digitalize the physical
Computer Vision
+
Machine Learning
+
Real-time Analytics
Video Analytics =
digitalize the physical
Affecto video analytics and other sensing technologies improves the
customer/audience/citizen experiences and brings operational
benefits to your industry
Capture new insights from your customers and operations to enable
tomorrows’ customer experience with our video analytics capabilities
get new insights from video analytics
HOTEL
SEGMENTATION
Know your visitors and
use it to provide
targeted content.
BEHAVIOR ANALYSIS
Understand visitor
interests and sentiment.
PRODUCTION ANALYSIS
Improve quality
assurance and
predictive
maintenance.
OPTICAL CHARACTER
RECOGNITION
Create personalized
experiences or optimize
manual processes.
Capabilities
How we use our capabilities to deliver valuecapabilities use cases value
• Capabilities
• Object
recognition
• Edge detection
• Optical character
recognition
• Facial analytics• Age
• Gender
• Ethnicity
• Head position
• Emotion / sentiment
• Facial expressions
• Attention time
• Value phenomena
• Sensing people
• Abnormal
behavioral
analysis
• Sensing objects
• Production
analysis
• Sensing OOH
Use cases
• Public
• Safety
• Vehicle tracking
• Traffic monitoring
• Zoning based on segmentation
• Targeting Tourists
• Behavioral analysis
• B2C
• Segmentation
• Behavioral analysis
• Campaign performance
• Sentiment analysis
• Targeted marketing
• Fraud
• Industrial
• Defect detection
• Predictive maintenance
• Work site compliance
New KPI dimensions
• Customer satisfaction
• Revenue
• OPEX
• Quality
• Safety
• Compliance
Video analytic examplesDefect Detection Capture Interest
Customer Segmentation
W W W.SIGHTCORP.COM
FACE ANALYSIS
by : Dr. Roberto Valenti
Chief Technology Off icer @ sightcorp
Object trackingW W W.SIGHTCORP.COM
INTERACT
INTERACT
Affecto Video Analyticswhat defines us
We don’t just deliver technology, we deliver value
We build partnerships, not clienteleVideo analytics and enabling technologies is in our blood
Steering member for machine vision & neural networks projects across 3 universitiesWe are hackers, T-shapers, data scientists, machine vision experts, machine learning experts and students for life
Specialize in delivering custom solutions
No canned services, no canned contentWe build custom neural network models & algorithm pipelinesWe get the needed training material, we create models and we train them
Open source by default
World class solutionsKeep your costs under control
We meet your needs through the 3 F’s
Fixed out of box servicesFlexible across deployment needs, technologies and servicesFocus to meet special purpose and performance needs
Privacy
Affecto’s sensing solutions complies
with the EU General Data Protection
Regulation (GDPR).In engineering we have followed Privacy by Design principles.
Data collected can’t be traced back to a specific individual.
Forretningsmodel
DIN VIRKSOMHED DINE KUNDER
Internet
of
Mobility
Security
Machine
Learning
HOME
Big Data
Analytics
Recognizing the importance of quality, availability and
reliability of data essential for success. Processes must be in
place to manage data as an asset.
CGI Analytics Center of
Excellence CoEProcesser
Turning data into insights
Time is money. Turning static workflows into streamlined,
flexible, standardised processes can therefore help you
save money.
PORTEFØLJE
EXIT
© CGI Group Inc. CONFIDENTIAL
Closing
42
Ikke alle Digitale
Transformationer er
ens
…at stille de kritiske
spørgsmål
Transformér
CORE
Organisation
Forretningsmodel
Teknologi
Forbedre
CORE
Operationel
forenkling og
effektivisering
Kritisk beslutning
“Hvad skal vi gøre
med kernefor-
retningen”
Non CORE
Restruktu-
rering
Løbende
forbedringer
2
Opdag
Omgivelser
Miljø
Konkurrence
Marked &
Trends
Kriser
Turnaround eller
Hurtigt
Finansielt Boost
Hvor skal
forretningen
positioneres?
Ambition
Virksomhed
Performance
& Position i
Markedet
1
Kritisk beslutning
“Hvordan vækst
skal drives”
Innovation
Kommerciel
opdatering
Nye
forretnings
kombinationer
3
Markeds
Ekspansion
The Digital Business Tranformation Journey
Digital business transformation kan
motiveres af en række faktorer:
• Fra forbrugere, der er bedre
informeret end nogensinde før,
og er aktivt på udkig efter
forbedret service, lavere priser
og højere niveauer af kvalitet
• Fra konkurrenter med
forbedrede tilbud, bedre
engagementsmodeller eller
lavere priser
• Fra nye teknologier, der
muliggør nye muligheder
Hvorfor ?
Følgende kategorier kan
transformeres:
• Forretningsmodel - hvordan du
tjener penge
• Struktur - hvordan du er
organiseret
• Folk - de mennesker der arbejder
for dig
• Processer - hvordan du gør ting
• IT-kapacitet - hvordan du styrer
oplysninger
• Tilbud - dine produkter og
tjenester
• Samarbejdsmodeller - hvordan
du engagerer dig med vigtige
interessenter
Hvad ?
En digital agil forretning har
behov for følgende egenskaber:
• Hyperawareness - evne til at
genkende fremtidige
tendenser, der vil påvirke en
organisation
• Informeret beslutningstagning -
Evne til aktivt at analysere
information, der kommer ind
gennem hyperbevidsthed.
• Hurtig udførelse i en
kombination af hastighed og
implementering -
responsfunktion, der
inkorporerer mulighed for
løbende finjusteringer
Hvordan?
Digital Business
Transformation is -
Organizational
Change through
the use of Digital
Technologies and
Business Models to
Improve
Performance.
Michael Wade
IMD Professor of Innovation and
Strategy
Digital Business Transformation
conceptual framework
June 2015
CGI offers IT and Business transformation services- everything starts from ideas leading to innovations
Urgency to change Urgency to change
…on a transformed, modern
digital platform
…by building a digital
businesses…
Drive growth…
Increasing run cost of legacy
platform
Investments to “Change”
challenged
Revenue under
pressure
Current State
Future State
Digital Transformation accelerated byCGI Innovation“As-a–Service”
Modell
VIP
Meeting
DigitalDay
Digital Spark
Service Design Studio
Prototype Factory
TestFactory
Ramp-Up
Evaluate High-End
Consulting
IoT
Platform
Design
Thinking
Centers of
Excellence
Spark
Room
VOC
1000
Agile
SAFEDevOps
CGI or 3rd
party IPsCSAP
Change
Management
CGI end-to-end innovation framework provides you
right services , capabilities and skills for succesful innovation
45
Strong Foundation
• CGI Dream
• Core Values
• Vision & Mission
• CGI Management
Foundation
Client Proximity
• Metro Markets
• Industries
• Clients (Strategic & Target)
• Contract Vehicles
End-to-End Services
• High-end IT and
Business Consulting
• Systems Integration
• IT and Business Process
Outsourcing
Enabling Solutions
• IP
• Global Delivery Network
• Methodologies
• Strategic Partnerships
Right Talent• Learning Agility
• Consulting Skills
• Technical Expertise
• Industry Knowledge
• Breadth of Competencies
• Relationship Builders
• Talent Managers &
Developers
Our innovation and transformation services provides you ...
Our commitment to youWe approach every engagement with one objective
in mind: to help clients succeed