The Brave New World

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Information about The Brave New World
Science-Technology

Published on November 4, 2008

Author: aSGuest2565

Source: authorstream.com

The Brave New World – Why we need to Change the IT Game! : The Brave New World – Why we need to Change the IT Game! April 2008 Eddie Short, Vice President, Global Leader Business Information Management Slide 2: © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 2 "Companies don't fail because they do the wrong things; they fail because they continue to do what used to be the right things for too long". Group CIO, Nokia The ongoing Technology (R)evolution creates significant opportunities for organisations to transform themselves : © 2008 Capgemini - All rights reserved Technology Consulting 2008 Launch 3 The ongoing Technology (R)evolution creates significant opportunities for organisations to transform themselves Vast opportunities for new value and innovation ‘Externalisation’ of technology in which information and services become available to anybody and anything, inside and outside the organisation. Choosing the areas to excel and differentiate, driven by the increased ability to collaborate and share information and services. Creating a continuous mode of interaction with the outside world, sensing and responding to arising opportunities. Freeing ourselves from current constraints and obstacles Standardising and simplifying business infrastructure. Consolidating existing processes and systems. Replacing and rationalising legacy solutions. Creating new levels of flexibility and manageability. 3 The convergence creates significant opportunities where technologies are driving a step change in the business models of our clients. But for many this is fundamentally disruptive and it is clear that is no longer ‘business as usual’ in many organisations… : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 4 But for many this is fundamentally disruptive and it is clear that is no longer ‘business as usual’ in many organisations… Increasing business competition, globalization, standardization, commoditization, amount of information & change Generation Y for whom technology is a normal life skill New competitors, new markets, and new products Globalisation – partners & competitors People – capabilities & expectations Technology – is it different to IT? Convergence of communications, content, media, games, and devices at home and at work Technology acceleration of Internet, Web 2.0, SOA, Semantics, Knowledge, and many other technologies CXOs are seeing fundamental change; but the majority are not getting the support they to harness the opportunity from the IT organisation When thinking about this there are obvious examples to quote in the Consumer/Web 2.0 world : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 5 When thinking about this there are obvious examples to quote in the Consumer/Web 2.0 world But in fact the impact in the business to consumer and business to business world will be just as/if not more fundamental An example of this is the game changing activities of Toyota in the North American car market : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 6 An example of this is the game changing activities of Toyota in the North American car market Major “Web 2.0 Technology” initiatives are being driven outside-in or top down, and not from the IT department So the game has changed – CRM for example! : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 7 So the game has changed – CRM for example! "Classic" CRM is no longer viable - a one dimensional corporate interaction that provides processes, services and technology to the customer facing departments - sales, marketing and customer service. It is time to recognize that there is a customer ecosystem that provides empowered customers, who are increasingly interested in making their own choices, in how they interact with companies that they do business with. That means that not only does the company need to provide the goods and services, but the tools and culture to make the experience of that customer one of paramount and unparalleled value to that customer and thus to the company in return. Source - Wikipedia In Capgemini we have identified seven fundamental game changing Technology factors : © 2008 Capgemini - All rights reserved Technology Consulting 2008 Launch 8 Open standards and service orientation In Capgemini we have identified seven fundamental game changing Technology factors This TechnoVision 2012, gives our considered opinion of the major opportunities and challenges facing our clients. Behind this are 17 key Technology building blocks… : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 9 © 2007 Capgemini - All rights reserved TECHNOVISION 2012_INTERNAL VERSION.PPTX 9 Behind this are 17 key Technology building blocks… But, discussing these would be the topic of a longer conversation…. These factors are impacting the biggest business drivers that the organisations we work with have today. : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 10 © 2007 Capgemini - All rights reserved TECHNOVISION 2012_INTERNAL VERSION.PPTX 10 These factors are impacting the biggest business drivers that the organisations we work with have today. Business drivers Business drivers Slide 11: © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 11 “Web 2.0 is not IT as we presently define the term, or more importantly perhaps the role of the IT department and that has led to much of the current debate as to the future of the CIO, a role created to manage the IT wave of business process automation". Andy Mulholland, Group CTO, Capgemini Where this fits in - the decision makers and the basis of the decisions within our clients are changing! : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 12 CIO Where this fits in - the decision makers and the basis of the decisions within our clients are changing! Cost Containment Competitive Advantage CEO Business Service Focus Technology Focus Applying Technology to reduce IT operating costs Upgrading Applications to reduce Business administration costs Innovative Technology Understanding the value to the business Changing the Game by Business Model Innovation IT department decides & approved on costs metrics Business Manager decides & approved on costs metrics Who is empowered and And knowledgeable? Strategic Operating decision Who decides and why? Increasing CXOs are driving decision making and many CIOs (are at risk of) have less authority in the decision making process COST VALUE TECHNOLOGY BUSINESS New models for Innovation are required if ‘your’ IT is to help your organisation drive the change : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 13 New models for Innovation are required if ‘your’ IT is to help your organisation drive the change Capgemini Consulting Global CIO Survey 2008 The Role of the IT Function in Business Innovation Innovator vs. Operator? Think of Peter Drucker’s 7 Models for Innovation Web 2.0 - Using People and Expertise to drive change and Transformation : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 14 Web 2.0 - Using People and Expertise to drive change and Transformation The game is changing, but in many organisations CIOs are struggling to balance the competing demands New Governance models are required to bring the Personalisation of the Web 2.0 world, whilst maintaining the Compliance of the Corporate world : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 15 New Governance models are required to bring the Personalisation of the Web 2.0 world, whilst maintaining the Compliance of the Corporate world All together this creates a very significant opportunity but where is UK Plc in preparing itself for this? Too often, IT and the IT department have relied on the power of individual gurus and subject matter expects : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 16 Too often, IT and the IT department have relied on the power of individual gurus and subject matter expects Leadership In the new world success will not come from individual geniuses, but from collaborations across organisations, industries and ecosystems… Conclusions – Three fundamental factors are at play! : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 17 Conclusions – Three fundamental factors are at play! People - have changed their relationship with Technology, it is now an accepted part of many people’s ordinary lives, and it is people as consumers that have driven the new generation of Web 2.0 technologies, and now expect to use these same capabilities in their workplace. Globalisation - the challenge of with whom, where, and when, shall an Enterprise needs to do business in markets that are increasingly open and therefore more competitive. These changes have introduced new competitors, new markets and new business models all of which combine to offer new opportunities and threats. Technology - has driven these two changes; but not ‘Information Technology’ as we know it, Instead it is a new generation of people centric technology based around the architecture of the Web, mixing Information and Communication Technologies, ICT. Virtual Worlds (such as Second Life) address Globalisation, bringing together People and the new Technology, to deliver… : © 2008 Capgemini - All rights reserved UK BCS – Changing the Game 18 Virtual Worlds (such as Second Life) address Globalisation, bringing together People and the new Technology, to deliver…

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