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De presentatie van Mateen Greenway tijdens de IT Innovation Day
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© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Radical InnovationThe New Style of Business
Mateen Greenway, Fellow
EMEA Innovation CT
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.2
Megatrends create new stresses and
opportunities Geopolitics:
Globalization 3.0
Technology:
Pervasive
Technology
Geopolitics:
Global Grid
Technology:
GRIN
Technologies
Ensure livable
megacities
Do work differently
or do different
work?
Demographics:
Urbanization
New investments,
reduce threat
Who owns the
data?
Efficient health
care provisioning;
who will take
lead?
Environment:
Energy
dependency
Geopolitics:
Rising power of
EastDecline of the
West?
Geopolitics:
Market State
Crowdsourcin
g, open
innovation, ...
Demographics:
Global mobility
Push Global
decentralized
enterprise
Talent gap; new
wave of immigration
Governments
new Partners
Demographics:
GenY
Environment:
Global Warming
Demographics:
Ageing
Population
New education
Active monitoring;
reduce threat
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.3
Megatrends are impacting our business & personal
lives
Notes:
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.4
MegatrendsChange
&
Value
MegatrendsScarcity & new demands intersecting with abundant technology to drive new
value
Urbanization
Aging
Population
Resource
scarcity
Greater access
to education
Individual
empowerment
Millenials
Security
Scarcity
* Note these are only a subset of applicable trends
SciTech Megatrends
Abundant / Disruptive
Technologies
AI
IT
abundance
BioTech
Computational World & IoTAugmented-reality
and interface
advances
New
business models Gamification
NanoTech
Automation
Cognitive
Computing
Economic
Rebalancing
Scarcity & New Demands Technology
Abundance
New Media
Eco-Systems
Globally
Connected World
Talent
Scarcity
Globalization
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.5
Defining Innovation
The act of changing the established way of doing things
The ability to turn knowledge into value
Linking emerging technologies with emerging markets
Innovation is not merely creativity ... it‟s not just having new ideas, but also
'bringing them to life.„
Creativity is about coming up with the idea
Innovation is about applying the idea
“Defending yesterday—that is, not innovating—is far more risky than making tomorrow.”Peter Drucker: Innovation and Entrepreneurship
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.6
The Internet
Client/Server
Mobile, Social, Big Data & The Cloud
Mainframe
Database
ERP
CRM
SCM
HCM
HCM
PLM
MRM
Amazon Web Services
OpSource
IBM
GoGrid
Rackspace
Joyent
Hosting.comTata Communications
Datapipe
PPM
Alterian
HylandLimeLight
NetDocuments
NetReach
OpenText
PaperHostXerox
HP
MicrosoftSLI Systems
EMC
IntraLinks
Jive Software
Qvidian
Sage
salesforce.com
SugarCRM
Volusion
Xactly
Zoho
Adobe
Avid
Corel
Microsoft
Paint.NET
Serif
Yahoo
CyberShift
Saba
Softscape
Sonar6
Ariba
Yahoo!
Quadrem
Elemica
Kinaxis
CCC
DCC
SCM
Cost Management
Order Entry
Product
Configurator
Bills of MaterialEngineering
Claim
Processing
Inventory
Manufacturing Projects
Quality Control
Business
Education
Entertainment
Games
Lifestyle
Music
Navigation
News
Photo & Video
Productivity
Reference
Social Networking
Sport
Travel
Utilities
Every 60 seconds
400,710 ad
requests
23,148 apps
downloaded
Unisys
Burroughs
Hitachi
NEC
Bull
Fijitsu
ADP VirtualEdge
Cornerstone onDemand
CyberShift
Workbrain
KenexaSaba
Softscape
Sonar6
SuccessFactors
Taleo
Workday
Workscape
Exact Online
FinancialForce.com
IntacctNetSuite
SAP
NetSuite
Plex Systems
Cash Management
Accounts
Receivable
Fixed AssetsCosting
Billing
Time and Expense
Activity
Management
Payroll
Training
Time &
Attendance
RosteringSales tracking &
Marketing
CommissionsService
Data Warehousing
98,000 tweets
Finance
box.net
TripIt
Zynga
Zynga
Baidu
TwitterYammer
Atlassian
Atlassian
MobilieIron
SmugMug
SmugMug
Atlassian
Amazon
Amazon
iHandy
PingMe
PingMe
Associatedcontent
Flickr
Snapfish
YouTube
Answers.com
Tumblr.
Urban
Scribd.
Pandora
MobileFrame.com
Mixi
CYworld
Qzone
Renren
Yandex
Yandex
Heroku
RightScale
New Relic
AppFog
Bromium
Splunk
CloudSigma
cloudability
kaggle
nebula
Parse
ScaleXtreme
SolidFire
Zillabyte
dotCloud
BeyondCore
Mozy
Viber
Fring Toggl
MailChimp
Quickbooks
Hootsuite
Foursquare
buzzd
Dragon Diction
eBaySuperCam
UPS Mobile
Fed Ex Mobile
Scanner Pro
DocuSign
HP ePrint
iSchedule
Khan Academy
BrainPOP
myHomework
Cookie Doodle
Ah! Fasion Girl
Disruptive innovation is accelerating
698,445 Google
searches
168 million+
emails sent
217 new mobile
web users
Volume of data by 2020:
35 billion zettabytes
Effects
Ave. cost of a security
breach: $8.6M USD
2/3‟s CIOs shifting
spend to cloud
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.7
But Let‟s be Realistic…We are too busy with our day to day activities to innovate
We don‟t have the money to innovate
Perfect Delivery is not enough anymore
Delivery is increasingly the price of entry not the answer.
.
Or to put it another way
When you are up to your ass in alligators, it‟s hard to remember
that your job is to drain the swamp!
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.8
The Big Question?
Why is my
personal IT
experience
better than my
work one?
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.9
Simply Put, There Are 3 Common Business Themes
Seen across many regions and industries, including in the Public Sector
Customer/Citizen engagementEngage more widely with customers / citizens on their terms and match the customer service expectations of the 21st century
Productivity for employees
Provide employee services , including BYOD, that meet consumer-level expectations while maintaining sufficient control and keeping users accountable
Cost Reduction
Reduce the Cost of Providing GovernmentServices
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.10
Quality Improvement
Inn
ova
tion
Big “I”
Innovation
Creating
change
Little “i” innovation Perfecting
current state
Innovation versus Continuous Quality
Improvement
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.11
From Products to Services!
Characteristic Product Service
Output Tangible Intangible
Customer contact Low High
Uniformity of output High Low
Labor content Low High
Uniformity of input High Low
Measurement of
productivityEasy Difficult
Opportunity to correct
quality problemsEasy Difficult
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.12 12
Steel production
Automobile fabrication
Home remodeling
Retail sales
Auto Repair
Appliance repair
Maid Service
Manual car wash
Teaching
Lawn mowing
High percentage goods
Low percentage service
Goods-service Continuum
Low percentage goods
High percentage service
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.13
Demands and pace of change are increasing
Organizations are increasingly part of a dynamic
ecosystem
Suppliers
Information
sources
Communities
Your
OrganizationEmployees
PartnersDevices
Customers &
Citizens
• Everything and
everyone‟s connected
• Anywhere, any time, any
access
• Immersive experiences,
unhindered commerce,
instant gratification
• More market
opportunities; more
disruptive competition
• Business and IT
strategies converging
Regulators
Your
Competitors
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.14
Our Customer‟s Drivers for the New Style of IT
PCsClient / Server
New Style of
IT
Social Media
Systems of Record
Systems of Engagement
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Legacy
Client/Server
Web 2.0
Old Style of IT New Style of IT
Big Data
Mobility
CloudHardware Software Services
The Bridge
• Optimize legacy
investments
• Create new architecture
for the mobile revolution
Social
Un-predictable/DynamicPredictable/Static
This Means That Current It Infrastructure Strategies are UNSUSTAINABLE
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.16
Engaging and transacting
CloudMobility
Big Data Automation Security
As expectations of the
enterprise change ...
new models enable
economical delivery of new
experiences …
that are context
aware, seamless
and secure.
Enterprises need to align to 6 megatrends
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.17
What Actually is The New Style of IT?
ServicesTransformAdvise Manage
Decision Support Transactional Engagement
Legacy & Hybid Cloud
Big DataSocial Media
MobilityOperation
s
Citizen / Customer
ExperienceSecurity
Applications
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.18
Do You Have An Innovative Culture?
Three attitudinal traits
Tolerance for risk
Future market focus
Willing to cannibalize
Two structural traits
Product champions
Incentives for enterprise
Maslow‟s Hierarchy of Needs
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.19
Learning from creative industries
Is a vast field dealing with the interplay of various sub-sectors from traditional art crafts to technology-oriented multi-media services
Creative
Industrie
s
Visual Arts
Literature
and
Publishing
Design
Traditional knowledge Music
Performing
Arts
Audio-VisualsDigital
Animation and
Multi-media(UNCTAD)
Paintings, sculptures
and photograpy
Books,
newspapers and
periodicals
Architecture, interior
objects, fashion and
jewellery
Art crafts, festivals and
cultural activities Concerts, CDs,
tapes, digitalized
music
Theatre, dance,
opera, puppetry,
circus
Broadcasting, cinema,
television, radio
Software,
videogames and
advertising
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.20
Fundamentally It‟s About Asking the Right
QuestionDon‟t just fix symptoms, go after causes
Classic approach to problem-solving is to identify the problem and then
try to remove them.
• Understand of the questions you are asking.
• Evaluate these questions: Is this a good question? If not, what’s a
better one?
• Choose the better question. Be intentional.
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.21
Level 5 - A rare scientific discovery or pioneering invention of an essentially
new system.
Level 4 - A new generation of a system that entails a new principle for
performing the system's primary functions. Solutions are found more often
in science than technology.
Level 3 - Fundamental improvement to an existing system using methods
known outside the industry.
Level 2 - Minor improvements to an existing system using methods known
within the industry.
Level 1 - Routine design problems solved by methods well known within the
specialty. Usually no invention needed.
Embedded
Incremental
Step
change
New
scientific
discovery
Next
generation
The Level of Ambition
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.22
You know IT is key to enhancing your organization, but how do you get there?
How can this “new style” create business value
How can IT:
• Support our growth strategy? How can we
achieve business objectives faster?
• Provide better business processes?
• Help our enterprise control costs?
• Help us better interact with and understand
the needs of our customers/citizens?
• Help my employees collaborate better and
balance work/life?
• Protect our intellectual property?
• Help us if we acquire another company; how
do we merge systems?
Who‟s going to help me with all this?
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.23
Evolution of Business Impact Levels
IT Operations
IT Back Office
IT becomes a Key Component in all
Products & Services
IT to Run the Business
IT Automation of bureaucratic business
processes
Completely changing the way customers interact with
Companies will deliver cost savings, service improvements
and eco-benefits
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.24
Airline passenger transactions – a NSoIT
example
Courtesy of Forrester
„Always connected‟ customer transactions, between systems of record and
systems of engagement, requiring execution speed and quality to build
customer loyalty in a highly competitive airline industry
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.25
Healthcare – One slide Overview
• Ageing Population
• Increasing Cost of
Healthcare
• End of Antibiotics
• Consolidation of the
Pharma Industry
reducing amount of
research
These Eco-System Drivers
Integrated & Automated
Less Invasive, Preventive, Image
based
Patient Centric
De-CentralisedShift to Community
PersonalisedMedicine
“Theranostics”
Preventing Sickness “Wellness”
Patient Flow
Diagnosis & Treatment
Focus
Monitor
Approach
Tools
Objective
becomes
Will cause material shifts in how
Healthcare is delivered
becomes
becomes
becomes
becomes
become
becomes
The Technology Megatrends to
support this include
• IoT
• Big Data
• Robotics &
Automation
• Mobility
• Computational IT
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.26
Healthcare 2020 - Integration
Integrate &Transform legacy infrastructure & applications
Manage and secure across legacy applications and cloud assets
EDRM / Portal MobilityInformation
Management &Analytics
Integrated
applicationsinfrastructure
Department Systems
In-House
Scanning
BPO Scanning
PAS/EPR
Social Care
Telehealth
Sensors
Care in the Community
Providers
Patients
Socialmedia
Video Audio Email Texts Mobile Sensors IT/OTDocs Searchengine
Images
Information sources
Big data
Provider-Centric Information
Health Policy
Shared Actionable
Data
Patient Experience
Management Information
SocialHealthcare
Resource Management
Patient-CentricMedical Staff
Patient Information
Digital Charts
Real-Time Management Visibility
Queue Management
Paramedic / First Responder
EDMEPR
Trust
Integration
Engine
Associated Health
and Social Care
Organizations
Electronic Health RecordsA2A, medical devices, communications,
building management, logistics, etc.
integration providing real-time alerting
(Deep and Thick)
Workplace 360
End-to-End Data Integration (Thin
and Wide)
Digital Hospital
Portal
Case Management
Workflow
CRM
Alerts “Team Scramble”
Workflow
Proactive Healthcare
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.27
Enhanced
Consumer
Experience
Example: Retail
Fit Mapping
Virtual Fitting
3D ScanningVirtual Model
Data Analytics
Fit Searching
Showrooming
Discover
“Analytics /
Actionable Insight”
Design
“The Frictionless
Experience”
Deliver
“The Agile
Organization”
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.28
Better,
Right Time
Decisions
Right information. Right person – Employee / Citizen. Right time.
Command of information drives increased business
performance
Foresight –What will happen?
Cause and Effect ->
Predictive
Hindsight –what happened?
Insight –
What is happening now?
In
Flightinformatio
n
Activeinformatio
n
Inactiv
einformatio
n
Right Time
Decisions
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.29
Innovators tend to describe change like this...
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.30
Change can feel more like this…
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.31
A Final Thought
If you were designing processes for a new company to do what your
company does,
How would you do it?
Would it be radically different from how you do it today?
Would this be the business you go into with a new company?
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Questions?
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.33
Where Do Big Data, Mobility and Social Media
Fit In?
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.34
695,000 status updates
98,000+ tweets
698,445 Google searches
1,820TB of data created
11million instant messages
168 million+ emails sent
217 new mobile web users
Growing Internet of Things (IoT)
Pervasive
Connectivity
Explosion of
Information
Smart Device
Expansion
Every 60 seconds
2013
A new style of IT required for IoT
solutions
By 2020
40 Trillion GB(2)
10 Million(3)
… for 8 Billion(4)
A new era of accelerated innovationForever changing how citizens and the government interact, enabling new opportunities
30 Billion(1)
DATA
Mobile Apps
Devices
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.35
A real world example: Sensor data collected from US commercial jet engines during 1 year
1,041,600,500 TB
20 TB20 terabytes of
information per
engine every hour
2.5Average duration
for US flights in
hours
2twin-engine
Boeing 737
days in a
year
36528,537# of commercial
flights in the sky in
the United States
on any given day
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.36
“Big data” is high-volume, -velocity and –variety information assets that demand cost-
effective, innovative forms of information processing for enhanced insight and decision
making
Big Data defined
Information Sources
Big Data is no longer just a buzzword…
MobileTransactional Data SearchTextsCRM, SCM, ERP
$ € ¥
ImagesEmail Social MediaIT Ops AudioVideo
Velocity Volume
Variety Value
Big
Data
¹Source: Gartner, The Importance of 'Big Data': A Definition, June 2012
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.37
How future technology may impact business model
Unlocking the potential of Digital Relationships
SOCIAL NETWORKS utilized for
gathering information 1
PUSH OUT e.g. via Facebook targeted
job openings to individuals2
NEGOTIATE contract specifics via
electronic means3
CONDUCT interviews via video
conferencing 4
DIGITALLY interact in branch offices via
e.g. kiosk, tablets, touch screens
5
PREDICT future workforce and
labor demand
6 INTELLIGENCE DASHBOARD for
expressing business status
7
REAL TIME analytics utilized for assessing
market situation
8
INTEGRATED platform as a
vehicle for interaction
9
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.38
How Does Social Media Create Value?
Capture Unstructured
Data
Collaboration and
Discovery
Analytical Insight
Transformation
70-80% of all data in a company is unstructured
Capturing Tacit Knowledge
Folksonomies and Taxonomies
Accelerate Ideation and Innovation
Building Engagement & Strengthening Relationships
Accelerate Decision Making
Identifying Process Failures, constraints and weak points
Attention Management – Filtering the Flow
Data or Social Interaction – Pattern Analysis
Sentiment Analysis
Accelerating Decisions based on Data
Integrating Structured and Unstructured Data
Process Resiliency & Adaptive Paths
Handling Process Exceptions
Alleviating Process Frustration and Improving Adoption
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.39
Typical Mobility Use Case Examples
Customers
Employees
Police officers
Field workersMobile decision support,
mobile data entry
Education professionalsElectronic distribution of
learning or research material
Mobile Access to enterprise
apps and data
Information to and from the
incident, mobile data entry
Military
Customer Engagement apps
Improved information flow and
logistics
Mobile electronic formsBenefit Claimants
Greater collaboration, more
quickly with reduced effort
Better work/life balance
Increased customer
satisfaction
Better decision support,
reduced turn around time
Quicker resolution of claim
Improved maintenance with
less effort, reduced cost
More time on the beat
Increased safety
If Get Then benefit is
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.40
The things that matter most….
Opennot closed
Designedfor convergence
Provenexperience
Accelerate your move to the New Style of IT
Standards-based solutions
Open integration
Open APIs
Modern, common architectures
Modular technologies
Common management
Investment protection
Standard interfaces
Work with your other technologies
... Not just hardware... No lock-in ... Not piece parts
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.41
Summary: What Does This Mean for Me?
“Architect” “Programmer”
Think of it as Evolution in Action
New Development
Styles
Agile / Parallel
/Engaged
DevOPs
New Security Models
Mobile First and
Always
Increasing Business
Focus
Standard Platforms
Integration / Assembly
Hybrid Architectures
New Security Models
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.42
Summary: What Does This Mean for Me?
“Delivery” “Account Executives”
Think of it as Evolution in Action
Output Based Service
Level
Shift from Cost to
Value Focus
Service Eco-Systems
Services not Products
“Factory” delivery of
Standard Services
Automation
DevOps
© Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.43
Summary: What Does This Mean for Me?
“Information Analyst” “Users”
Think of it as Evolution in Action
Personal Apps not
Application
Transient Apps
Business Anywhere
Collaborative
“Automation of
Normal”
Reduction in Process
Work
Collaboration
Creativity