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0©KPMG 2015. Insert copyright information here. Imagnimus inciis sed maximus, acepedi psandi occum qui coribus et et volumquia volo con pe quis ipsae con experfe raerovition pariorem fuga. Ita cores doluptae pro consed mi, ut et adi bea cus sum il magnita tiunteseque sae vel modi rem con errorpor sendiciendes et, optate est, sin non pro dolenda nimint ea doluptur sapernatius eum facernam adipit ex es inverferum eventio rempos inus exererum solutet la quia suntotatem explique mi, comnis es molut eic tem excestis et ellautes.
KPMG & Microsoft Event
23 August 2016, Hotel Renaissance Zürich
1©KPMG 2015. Insert copyright information here. Imagnimus inciis sed maximus, acepedi psandi occum qui coribus et et volumquia volo con pe quis ipsae con experfe raerovition pariorem fuga. Ita cores doluptae pro consed mi, ut et adi bea cus sum il magnita tiunteseque sae vel modi rem con errorpor sendiciendes et, optate est, sin non pro dolenda nimint ea doluptur sapernatius eum facernam adipit ex es inverferum eventio rempos inus exererum solutet la quia suntotatem explique mi, comnis es molut eic tem excestis et ellautes.
Cloud Transformation &Compliance (CTC)Strategy Offering
Prafull Sharma
Partner, Consulting
23 August 2016
Agenda
1. Introduction to Cloud
2. KPMG’s approach – Cloud Transformation & Compliance Services
4 Steps towards developing a comprehensive Cloud Strategy
3©KPMG 2015. Insert copyright information here. Imagnimus inciis sed maximus, acepedi psandi occum qui coribus et et volumquia volo con pe quis ipsae con experfe raerovition pariorem fuga. Ita cores doluptae pro consed mi, ut et adi bea cus sum il magnita tiunteseque sae vel modi rem con errorpor sendiciendes et, optate est, sin non pro dolenda nimint ea doluptur sapernatius eum facernam adipit ex es inverferum eventio rempos inus exererum solutet la quia suntotatem explique mi, comnis es molut eic tem excestis et ellautes.
1. Introductionto Cloud
The myth of Cloud
Cloud Principles
Service Models
Deployment Models
Benefits
Challenges
Cloud Use Cases
Cloud Readiness
Cloud Economics
Building the Business Case
Facts.
1. Your Firm’s IT Assets are in the cloud
2. You don’t know that you are already in the cloud
Cloud Principles
Strategic
Enable Business
Accelerate Capability
Align Cost/Benefit
Mitigate Risk
Manage Accountability
Ensure Trust
Cloud Principles are general rules and guidelines, intended to be enduring and seldom amended, that
inform and support the way in which an organization sets about fulfilling its cloud vision/mission
Operational
Design Services
Publish Services
Orchestrate Services
Problem Ownership
Change Management
SLA Enforcement
Cost Allocation
Technical
Elastic
Resilient
Available
Secure
Automated
Monitored
Metered
Cloud Deployment Models
The consumer and provider of
cloud services exist within
the same enterprise
Public cloud
The consumer and provider
of cloud services exist in
separate enterprises
Hybrid cloud
• Combines multiple elements of
public and private cloud – a blend
of providers and consumers
• May contain multiple service
layers
Expansion of the organizations involved in consumption and delivery
Private
cloud
Cloud Deployment Models
Private Cloud
Public Cloud
Hybrid / Mix Of
Private & Public
Cloud
• Have custom written applications that were developed internally – key business programs don't want in a
public cloud
• Regulations for some industries prohibit the use of public clouds
• Gives more control and alleviates some security concerns with public clouds
• Like the cost efficiencies gained utilizing public clouds for applications and other non-critical systems;
don't have to own infrastructure or have IT skills in-house to manage
• Private clouds allow for greater control and security over systems and data
• Cost effective – often used for ancillary or non-mission critical applications (don't own infrastructure or
need resources to manage)
• Easier way to 'dip toe in water' with cloud; use it for trials and application development / test environment
• In some instances a desired application is only offered by a provider through SaaS
Rationale For Cloud Usage
Companies are using public, private and hybrid cloud solutions
Cloud Service Models
Servers
Storage
Network
O/S
Middleware
Virtualization
Firewall
Data
Applications
Servers
Storage
Network
O/S
Middleware
Virtualization
Firewall
Data
Applications
Servers
Storage
Network
O/S
Middleware
Virtualization
Firewall
Data
Applications
Servers
Storage
Network
O/S
Middleware
Virtualization
Firewall
Data
Applications
Servers
Storage
Network
O/S
Middleware
Virtualization
Firewall
Data
Applications
Virtual
MachinesCloud Services
Web Sites
Mobile Services
Traditional
Datacenter
Applications
Platform as a ServiceInfrastructure as a
Service
Software as a
Service
Managed by client
Managed by cloud
provider
IaaS PaaS SaaS
Benefits of Cloud
Cloud Benefit Description
1 ON DEMAND SELF SERVICE
2 INTERNET ACCESSIBILITY
3 REAL TIME PROVISIONING
4 ELASTIC CAPACITY
The ability to self provision applications and servers
5
6
7
CONSUMPTION BASED BILLING
LEVERAGE EXTERNAL CAPABILITIES
MAINTAINING CURRENCY
The ability to access applications and/or
infrastructure through the Internet
The ability to provision servers in real time
The ability to increase/decrease processing capacity
as needed
Only get charged for actual use
No need to spend internal time or resources on non-
custom applications
Easier to upgrade applications to current version
4 Steps towardsdeveloping a comprehensive Cloud Strategy
What is CTC?
1. Architecture
2. Application Integration
3. Business Process Transformation &
Automation
4. Information Management
II. Compliance & Security
I. Strategy
Offerings
DETAILED
DESIGNBUILD IMPLEMENT IMPROVESTRATEGY
PORTFOLIO, PROGRAM AND PROJECT
MANAGEMENT LEADERSHIP AND CHANGE
VALUE DELIVERY
Cloud Transformation & Compliance (CTC) is our approach to assisting the client
through the cloud transformation journey
Journey
1. Vision & Cloud Business Case
2. Suitability Assessment & Conceptual Architecture
3. Target Operating Model Design (TOM)
4. Impact Assessment & Transformation Roadmap
1. Technology Business Management
2. Workload Migration Factory and Tech Refresh
3. IT Management Enablement & Automation
4. Service Catalog & Provisioning
5. Service Configuration, Integration & Monitoring
6. Security & Resiliency Management
1. Cloud Governance, Risk and Compliance
Assessment
2. Cloud Governance, Controls and Compliance
Design
HIGH-LEVEL
DESIGN
Focus
Value
Risk
Transformation
III. Architecture & Integration
IV. Cloud Management
Focus for today’s
discussion
11
“Strategy” Approach
Four offerings for developing a comprehensive cloud strategy
HIGH-LEVEL
DESIGNSTRATEGY
1.Vision & Cloud Business Case
2. Suitability Assessment & Conceptual Architecture
3. Target Operating Model (TOM)
Scenario
PrototypeClient
Research
12
4. Impact Assessment &Transformation
Roadmap
“Strategy” Approach
Four offerings for developing a comprehensive cloud strategy
HIGH-LEVEL
DESIGNSTRATEGY
1.Vision & Cloud Business Case
Scenario
Prototype
ClientResearch
13
Short & LongTerm Visions • Cloud Economics •
Migration Investment • ROI
What are the strategic objectives of the cloud
transformation?Will the transformation be
economically feasible?
“Strategy” Approach
Four offerings for developing a comprehensive cloud strategy
HIGH-LEVEL
DESIGNSTRATEGY
2. Suitability Assessment & Conceptual
Architecture
Scenario
PrototypeClient
Research
14
Workloads Assessment • Block Architecture • Biz
Process Impact • Use Cases
For the industry vertical, which apps and services
(operational processes, e.g. order to pay) can
we move and will drive greatest benefit?
“Strategy” Approach
Four offerings for developing a comprehensive cloud strategy
HIGH-LEVEL
DESIGNSTRATEGY
3. Target Operating Model (TOM
Scenario
Prototype
Client
Research
15
Delivery Model • Governance •
Organization • Information
What is the baseline TOM for Full, Hybrid
and SaaS deployment?
“Strategy” Approach
Four offerings for developing a comprehensive cloud strategy
HIGH-LEVEL
DESIGNSTRATEGY
Scenario
Prototype
ClientResearch
16
4. Impact Assessment &
Transformation Roadmap
IT Maturity • Impact Assessment •
Features Roadmap
How does cloud impact the existing IT
processes and infrastructure?
Understand leadership’s
vision and evaluate the
economic return of
cloud transformation
Short & Long Term
Visions Cloud Economics
Migration Investment
ROI & Business
Justification
•Business Case
•Financial Model
Assess workloads and
processes in scope and
develop architecture
Workloads Assessment
Block Architecture
Biz Process Impact
Use Cases
•Conceptual
Architecture
•Applications
Migration Priority
Design Target
Operating Model for
the new environment
Delivery Model
Governance
Organization
Information
•High level TOM
•TOM transformation
plan
Assess impact of
cloud environment on
existing IT processes,
and establish cloud
roadmap
IT Maturity People,
process &
technology implications
Action plan / next steps
•Cloud features
roadmap
•Cloud adoption &
change mgmt.
strategy
Cloud Strategy:Approach
Summary
Objective
1. Vision & Cloud
Business Case
2. Suitability Assessment &
Conceptual Architecture
3. Target Operating Model
(TOM)
4. Impact Assessment &
Transformation
Roadmap
KPMG Business Case
& Value Gateways
KPMG Cloud
Financial Model
Templates
,
Microsoft Applications
Assessment
Microsoft
Architecture
Scenarios
KPMG IT
Operating Model
Framework
KPMG IT
Maturity Model
Microsoft
Comprehensive
Enablement Feathers
Focus Areas Deliverables Enablers
6
18©KPMG 2015. Insert copyright information here. Imagnimus inciis sed maximus, acepedi psandi occum qui coribus et et volumquia volo con pe quis ipsae con experfe raerovition pariorem fuga. Ita cores doluptae pro consed mi, ut et adi bea cus sum il magnita tiunteseque sae vel modi rem con errorpor sendiciendes et, optate est, sin non pro dolenda nimint ea doluptur sapernatius eum facernam adipit ex es inverferum eventio rempos inus exererum solutet la quia suntotatem explique mi, comnis es molut eic tem excestis et ellautes.
Thank you!
Prafull Sharma
Partner
P.O. Box
Badenerstrasse 172
8036 Zürich
T: +41 58 249 77 91
M: +41 79 872 48 06
Risk and Compliance Management in Cloud Onboarding
Dr. Thomas BolligerPartner, Consulting23 August 2016
24
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Agenda
Topic
Determine Cloud Services
Data Governance
Data Classification
Data Identification
Data Allocation
Measures & Control Frameworks
Summary
25
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Strategy - Determine Cloud Services
Determine Cloud
Services
1
Office & Collaboration
Big Data Analytics
CRM
Finance
IoT
Campaign Management
(…)
26
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Un-coordinated Actions
Cloud Initiative A Cloud Initiative B
Data Governance: Problem
Existing Data Compliance
Regulations
CostsWorkloadUser Acceptance
External Supporters
LegalIT Risk
MgmtAudit IT Security
Env. Health
& SafetyCorp. Gov.
Operation
Control
Business
Risk Mgmt
New Regulations
27
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Governance: Solution
CxO
Business DataChampions
Data Recipients, Data Stewards and Data Owners
Data
Policy
Roles &
Responsibilities
Build ad hoc Teams
Establish Data
Governance
2
Staff
Functions
28
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Classification (1): Locations and Cross Border Connections
Identify relevant data locations and cross border data connections3
29
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Classification (2): Identify Cloud Provider Locations
Identify potential Cloud Provider Data Locations4
Provider B
Provider A
Provider C
30
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Classification (3): Identify Cloud Locations
Determine Cloud Provider Locations and data flows5
Provider A
31
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Classification (4): Identify Data Categories & applicable Laws
7
Prepare Data
Categories
Private Data
Private Health Data
Tax Data
Financial Data
Export Controlled Data
(…) Data
8
Identify local data
compliance rules
SUI:
DSG
FINMA RS 08/7
Banking Act
GER:
BDSG
Bafin Datenschutzerklärung
(…)
USA:
(…)
What Data
Categories shall go
to the cloud?
6
x
x
x
32
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Identification
9
Identify Data per
Location and
Category
Intranet
Data Crawler
Private Data
Tax Data
Financial Data
There is no
100%
solution!
33
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Data Allocation
Cloud Data Decision Framework
Non transferrable Data
Transferrable under certain conditions• Encription• Controls• Agreements• Risk acceptance• (…)
Data transferable 30%
20%
50%
Initial Allocation
(% of Data)
10
Keep local
or in private
cloud
Move to cloud70%
30%
Final Allocation
(% of Data)
Apply Measures& Adapt Target Architecture
34
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Measures & Control Framework
Clean-up and data
classification process
Set-up controls framework,
technical measures and
target operating model
Cloud Operation Process
CAUTION!
The moment data is categorized
the new TOM must be in place to
assure that all data is allocated
and managed concerning to
compliance rules
11
Prepare Cloud Onboarding
35
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Summary
1. Identify Cloud Services
2. Build Data Governance Organization
3. Determine Locations and Cross Border Data connections
4. Determine location of Cloud Providers
5. Identify relevant data categories and applicable laws
6. Identify data in the field
7. Define measures, build TOM and allocate data
8. Make sure TOM is ready the day data is classified and moved to the
cloud!
KPMG Credentials
46
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Our Assets to SupportWe leverage our Delivery Backbone for global projects
Datenschutz-recht
M. Bossardt co-authored the book on Data Protection
Law.
Data Protection Compliance
Data Protection compliance went
from ‘nice to have’ to ‘must have’
We have the tools and methodologies
We are thought leader in Regulatory IT Compliance
Benefit from our established methodology and long term experience in staff background screening.
By leveraging subject matter experts, we can mobilise quickly to provide a solution that’s right for you.
Benefit from a holistic approach from professionals globally.
We leverage world class project delivery tools to deliver on the highest standards.
We have a long-standing relationship with Partners Group
Statutory auditor of most of PG’s
corporate entities
<2005-2016
KPMG is Partners Group statuary
auditor for most of PG’s entities and group auditor for
PG overall.
Regulatory auditor of the Swiss FINMA
licensed entity
<2006-2016
According to FINMA
regulations, KPMG performs the regulatory audits for the Swiss entities.
Global provision of Due Diligence
services
2011-2016
KPMG performed Due Diligence services for
Partners Group’s target investments
of their funds / investment structures.
Cyber Maturity Assessment
Best practices Data Protection certification
frameworks
Cyber Security
"We believe that cyber security
should be about what you can do –
not what you can’t."
IT Compliance
“Do efficient management of
information and IT and compliance with relevant regulations
go together?”
IT compliance framework
KPMG Data Protection
Governance Framework
47
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Our credentials!KPMG has successfully helped clients worldwide in various industries in becoming data
protection compliant and maintaining their in control status. Below only a select few of our
successes are shown.
KPMG advised the worldwide subsidiaries
of a private bank on compliance with privacy
related regulations.
2013 - 2014
Global Bank
KPMG drives the execution of the client
data confidentiality program and other
privacy and data protection initiatives in
the bank.
2012 - 2016
Major International
Swiss BankKPMG supported an
international pharmaceutical
company in the design and implementation of
their global data privacy framework and
governance model.
2015
Pharmaceutical company
KPMG advised and supported on improving
the governance framework for cross
border date transfers as a result of changes in
the regulatory landscape.2015 - 2016
Pharmaceutical company
48
Document Classification: KPMG Confidential
© 2016 KPMG AG is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.
Thank you!
Dr. Thomas Bolliger
Partner
Badenerstrasse 172
P.O. Box1872
CH-8026 Zurich
T: +41 58 249 28 13
M: +41 79 354 52 67
The “real”
Real Story
About Me & the Team
https://es.linkedin.com/in/fcamposf
Fernando
Campos
180+ engagements last year
Dig
ital A
dvis
ory
Serv
ices
Business Outcomes focused
Avid reader about technology, although not an expert
Approx. 100 Digital Advisors
in Western Europe (500WW)
Digital Transformation Lead
Microsoft Western Europe
ES IT
NO SE
AT BE CH DK
IE
NL PT
FI
Inceptor and key member
behind Real Madrid deal
No idea about football and about the football industry !!!!
$660 Million 2013-2014 season
Tickets
Members
Friendlies & Int.
13%
TV …
Marketing32%
450 Million FansLess than 3% in Spain
Sponsorships Ticketing and
Annual Passes
TV Rights
Management
Players Market
(buy/sell)
Other Marketing &
Sales
Sports Franchise Brand Value
Digital Advisory Workshops
$660 Million
$3.6 B
Sponsors Ticketing TV Rights Players
market
Other
Sales &
Marketing
• Untapped potential to
develop new digital
assets, suitable for
further sponsoring
opportunities
• Lack of reporting & BI
tools to optimize
sponsor´s ROI and
increase their
satisfaction and
engagement
• Current value-chain
intermediation (e.g. TV
broadcasters or cable
operators)
• Lack of mechanisms to
viably develop and
commercialize new
unexploited audiovisual
assets
• Lack of models to
predict the future
players sportive
performance
• Lack of models with
other inputs affecting
the players market
value (e.g. Social or
Sentiment Tracking)
• Lack of tools to retrieve
the 360º informational
data from fans to
enhance engagement
and sales
• Inefficiencies in on
premise infrastructures,
when the scope is
managing such a
substantial amount of
data
• Low-sophistication in
predicting ticketing
demand to optimize
the pricing
• Incapability to
monetize ticketing,
when demand exceeds
maximum physical
supply (seats)
Addressable Challenges Identified
Business Transformation Journey
Your Business
Roadmap of Innovation
Business
Transformation
Envisioning “The Art of the Possible”
TV Rights
• Current value-chain
intermediation (e.g. TV
broadcasters or cable
operators)
• Lack of mechanisms to
viably develop and
commercialize new
unexploited audiovisual
assets
Video Platform Benefits for Real Madrid
DIGITAL PLATFORM
OTT
M a t c h D a y
Match Time
EXTENTED OTT TS
SECOND SCREEN
Rest of Week Rest of Week
Document Owner: Fernando CamposMarch, 2014
Envisioning “The Art of the Possible”
Ticketing
• Low-sophistication in
predicting ticketing
demand to optimize
the pricing
• Incapability to
monetize ticketing,
when demand exceeds
maximum physical
supply (seats)
Painting the Vision
Modelling Business Scenarios
THE EXTENDED-OTT PLATFORM –IN COMBINATION WITH THE DIGITAL PLATFORM AND CONSUMER APPS THAT
ENABLE “SECONDSCREEN”
AND OTHER CONSUMER SCENARIOS-- ALLOWS SPORTS FRANCHISES TO HOLD A
DIRECT RELATIONSHIP WITH THEIR FANS, LOWERING THE EXISTING INTERMEDIATION IN THE SPORTS
AUDIOVISUAL INDUSTRY AND CREATING A LEAPFROG IN THE MONETIZATION OF THEIR AUDIOVISUAL ASSETS,
ACCORDING TO THE FOLLOWING FORMULA:
Where:
• AM = Additional Monetization
• ACV = Audiovisual Contents Value (as perceived by the end-users and for which they are willing to pay a certain amount of money)
• TSA = Total Segmented Audience (Total Number of profiled users in the Digital Platform)
• IL= Intermediation Level coefficient between the audiovisual assets and the end-users, with IL being equal or higher than 1 (IL=1 when the
sports franchises sells and monetize directly, and IL>1 when there are 1 or more players intermediating in the audiovisual value-chain)
Digital Platform & OTT Disintermediation Capabilities
Document Owner: Fernando Campos
March, 2014
Business Modeling Process
Olympic Rings of Digital Transformation
Transformation goes beyond customers, it holistically changes the heart of a company
CUSTOMER
ENGAGEMENT
Attributes, recognition
Identity
OPERATIONS
Value chain, suppliers
NEW BUSINESS
MODELS
EMPLOYEES
Organization
BRAND
New Products and
Services
Portfolio of Intangible
Assets
Olympic Rings of the Digital Transformation
Digital Transformation Journey
STAGES
Our value
proposition
What we
ask
Outcomes
Plan
Customer
Outcome(s)
Selection
Envisioning
Access to business and IT
leadership
Business priority alignment
Current technology capability
footprint
Business leader participation in the
workshop
Create and commit to a prioritized
plan for digital development
Business leader sponsorship
Commitment of time to provide
input towards development of final
business case analysis
Technical resources to collaborate
on POC and Solution Architecture
Formally commit your investment
by executing a project contract
Sponsor adoption and change
management activities
Business Validation Technical Validation Contract AgreementImplementation &
Value Realization
Empower your
employees
Engage your
customers
Optimize your
operations
Transform your
products
CUSTOMER
EXPERIENCE
TECHNICAL
FEASIBILITY
BUSINESS
VIABILITY
Desired, Feasible & Business Value
Identifying the True Sweet Spots of Digital Transformation
About Me & the Team
https://ch.linkedin.com/in/berndschneider
Bernd Schneider
750+ engagements
Dig
ital A
dvis
ory
Serv
ices
Industry focused
Ou
tco
me d
riven
Cu
sto
mer
Exp
eri
en
ces
14 Digital Advisors
in CH (500WW)
Digital Advisor
DT Manufacturing Lead
Microsoft Switzerland
AnalyticsData Cloud
AnalyticsData Cloud
Digital Transformation
Engage your customers
Empower your employees
Optimize your operations
Transform your products
Rolls-Royce Delivers Advanced Operational Intelligence to Airlines
Challenge
• Improve aircraft
efficiency.
• Increase aircraft
availability.
• Reduce engine
maintenance costs for
airlines.
Strategy
• Aggregated data from
engines remotely with
Azure IoT Suite.
• Utilized Cortana
Intelligence Suite to
assess health and
detect operational
anomalies.
Results
• Retain asset value throughout an
engine’s life cycle.
• Reduce flight disruptions.
• Potential cost savings of millions
of dollars per year.
“The Microsoft Azure platform makes it a lot easier for us to deliver on our vision without
getting stuck on the individual IT components. We can focus on our end solution rather
than on managing the infrastructure.”
— Richard Beasley, Senior Enterprise Architect, Rolls-Royce
Engage your customersEngage your customers
• Harness data for a complete customer view
• Draw actionable insights
• Deliver personalized, differentiated experiences
Engage your customers
Empower your employees
• Protect your organization, data and people
• Create a productive workplace to embrace diverse workstyles, anywhere
• Provide insights to drive faster, better decisions
Engage your customers
Optimize your operations
• Accelerate the responsiveness of your business
• Improve service levels and reduce costs
• Anticipate the future with intelligent processes
Engage your customers
Transform your products
• Utilize data to shift from hindsight to foresight
• Disrupt with new business models, products & services
• Differentiate & capture new revenue opportunities
Build a digital innovation lab.
Bring your Book of Dreams to life.
Your Digital Dream Factory
Recruit and form your
digital transformation unit.
Your Digital Dream Team
Ideate, and document your
digital transformation journey.
Your Book of Dreams
Your Digital Transformation Journey – Our Approach
Digital Transformation Journey – Service Mapping
Design Design to realize the
value of the vision
DeliverDeliver, adopt and realize
the vision and value
DreamImagine and envision the
art of the possible
Industry
Trends &
Insights
Prioritized
Scenarios
Roadmap
Digital
Vision
Journey
Map
Capability
Model
Digital
Business Design
Solution
Storyboards
Technical
Storyboards
Business Model
Evaluation* (DVE)
Value
Management
Adoption
& Change
Mgmt
Technical
Architecture Program
Plan Governance,
Risk and
Compliance Plan
Value Realized
ReportingDigital
Transformation
Unit Business
Case* (DVE)
Digital
Transformation
Plan
*Digital Value Engineering (DVE)
Digital Envisioning Digital Transformation Planning Value Management & Reporting
Industry
Trends &
Insights
Empower your employees
Engage your customers
Optimize your operations
Transform your products
Engage your customers
Empower your employees
Optimize your operations
Transform your products
YOU + MICROSOFT
• One platform fueling
experiences across devices
• Advanced analytics to
understand customers,
predict behavior, and
personalize engagement
• New, natural ways of
interacting with customers
across computing channels
or “canvases”
• Innovations across hardware,
natural user interaction and
intelligent agents
• Protect your organization,
data and people
• Create a productive
workplace to embrace
diverse workstyles
• Provide insights to drive
faster, better decisions
• Enable your people to get
things done anywhere
• Real-time operations enabled
by connecting field equipment
and other business assets
• Adaptability to events
with integrated CRM and
operations workflows
• Continuous learning and
predictive analytics for
intelligent service
improvements
• Improve operations and
drive down costs by moving
processes from analog
to digital
• Preconfigured solutions for core
IoT scenarios that help uncover
new business models and
revenue streams
• Cognitive understanding that
makes apps “smarter,” such as
facial and vision recognition,
speech and language
understanding, learning, and
emotional perception
• Intelligent agents to interact
wherever users are
communicating
• Devices that allow you to visualize
and interact with your company
and customer data in new ways
TRUSTWORTHY
FLEXIBLE INTEGRATED
Thank you