Digital Strategies - Closing the Gap Between Business and IT

May 12, 2015
Sten Hubendick
David Permansson
Digital Strategies - Closing
the Gap Between Business
and IT

2Copyright © Capgemini 2015. All Rights Reserved
Digital Customer Experience & Mobile Solutions TLI | April 2015
Technology is changing the people, businesses and society
% of Tech
Companies
1956 20111982
3.3% 3.3% 27%
100
%
80%
33%
• No major
change in
the DJIA
between
1956-1982
• Significant change in DJIA,
several leaders lost
dominance
• % of tech companies
increased tremendously
% of Companies Surviving in the DJIA 1956-2011
Consumerization of technologies Business landscape changing Disruption across industries
Bandwidth Devices
Content &
services
Consumerization of
technology
!
!
User
experience

TURNING TECHNOLOGY INTO BUSINESS
TRANSFORMATION
LEADING DIGITAL
5 YEARS OF JOINT RESEARCH…

Our Research with MIT Center for Digital Business
Source: Capgemini Consulting-MIT Center for Digital Business Analysis – Digital Transformation: A roadmap for billion-dollar organisations (c) 2012
Click here to view our latest
MIT thought leadership
Fashionistas
DigitalMasters
Beginners
Conservatives
Digitalintensity
Transformation management intensity
+26%-11%

Bringing it together – common components of a Digital Master

Digital has informed and
amplified customer
expectations
Digital is removing
traditional constraints in
operations
Digital business models can
reorder value chains and
create new opportunities
BUSINESS
MODEL
CUSTOMER
EXPERIENCE
OPERATIONS
Digitally-modified businessCustomer Understanding Process digitization
New digital businessTop Line Growth Worker enablement
Digital globalisationCustomer Touch Points Performance management
… understanding technology drivers that fuel digital transformation …

TECHNOLOGY VISION
ENGAGEMENTGOVERNANCE
… and creating a sustained Business / IT fusion …

Introducing TechnoVision 2015 …
The latest edition of a Business Technology
Dialogue Tool that is provocative, insightful,
compelling, and different; helping you to
- Master the latest technology trends
- Create an ongoing dialogue between Business and IT
- Identify the most relevant technology drivers for your digital
journey
- Re-assess existing strategies, portfolio plans and architectures
- Find new and unexpected perspectives on technology

A simple framework to position technology drivers that underpin Digital
Transformation …

.. categorized in 30 trends and 7 design principles ..
1. All In A Catalog
2. Reborn In The Cloud
3. Elastic Business
4. API Economy
5. No Apps Apps
Applications
Unleashed
1. No Keyboard
2. Object Of Desire
3. Get A Life
4. End User, End Producer
5. Digital Self
You
Experience
1. Social Is The New Oil
2. Egosystem
3. Social Workers
4. No Work
5. Friend That Machine
We
Collaborate
1. My Data Is Bigger Than
Yours
2. Real Real Time
3. Now You See Me
4. Data Apart Together
5. Cognito Ergo Sum
I
0
I
0
I
0
I
0
I
0
I
0
Thriving on
Data
1. Shades Of Process
2. Process Is The New App
3. Co-Process
4. Silo Busters
5. No Process
Process on
the Fly
1. Virtual Lego
2. Let’s Get Physical
3. Build Release Run Repeat
4. Orchestrate for Simple
5. What Would Amazon Do?
Invisible
Infostructure
1. Digitally Intense
2. Business Mon Amour
3. What’s Your Story?
4. From Train To Scooter
5. Bon Risk Appétit
6. Platform No 3
7. Hack My Business Model
Design For Digital

Design for Digital
 Four simultaneous technology disruptions – Cloud, Mobile, Big Data, Social - call for and enable
Digital Transformation
 Through Digital Transformation, enterprises are becoming Digital Enterprises
 In Digital Enterprises, technology takes a new place and assumes a new role; it is no longer just
aligned with business change, it is an integral, end-to-end part of it
 The Design for Digital principles reflect this new role and place: UPSTREAM / SYNERGETIC /
SOCIAL / FAST
 Whatever technology-driven change you are planning in your business, these design principles
should be considered, validated and applied throughout

Born In The Cloud
The Cloud has set a new benchmark for how quick, flexible, cost-effective and scalable solutions
should be available. This has a transformative impact on the demand and supply sides, as
expectations shift. Many organizations are not ready to get all their solutions from the Cloud, but the
new normal is already there and the expectations particularly on the business side have considerably
changed. For new solutions, the Cloud should be the default scenario, only then to be ‘softened’ by
pragmatic considerations around integration, security, legislation and manageability.

Rebuilding the foundations…

What Would Amazon Do?
Global public cloud providers such as Amazon Web Services and Microsoft benefit from their
economies of scale to provide ever-growing catalogs of advanced cloud IT services. Although many
considerations may slow down the rapid uptake of (public) cloud, these catalogs already set the new
benchmark to beat in terms of cost effectiveness, flexibility, scalability and speed-to-market.
Businesses are expecting powerful services that they can activate themselves with minimal upfront
investment and pay for per use. So ask yourself regularly in your data center:
"What would Amazon do?"

Cloud benchmark to beat

Vanilla Tastes Good
Many core applications – both custom built and package based – used to have a differentiating value
to the business. Now they are often consuming the bulk of available IT budget due to excessive
maintenance costs, while the differentiating ‘edge’ is already found elsewhere, in other solutions
around mobile, social, BPM and Big Data. Time to drastically move to good old ‘vanilla,’ using out-of-
the-box, non-customized versions of standard (cloud-based) software or by step-by-step rationalization
of homegrown applications to leaner, simpler versions that are easier and less costly to maintain.

Salesforce.com: Cloud pioneer in sales and marketing…

… and a lively applications market …

… with the API managed as a product …

… and applications becoming micro services …

… and big players quickly joining …

… it’s all about the recipes

Agile high-productivity development

3rd
Life after the Mainframe and the PC …

Moving between platforms

… solve problems like humans do

… augmenting the ‘self’

SE SFDC Team IoT Showcase – Enterprise Health Tracking and
Campaigns Running on SFDC

The consumerization of IT and the availability of Cloud solutions have brought technology closer to the
business than ever before. True Digital Transformation creates a fusion between digital capabilities and
business change, rather than just aligning it. The IT function in an organization is successful if the
business side happily takes the stage to testify about its benefits, and also takes the lead in
business/IT projects and holds a significant part of the budget for innovation. An ongoing dialogue is
crucial for this, together with an architected platform to enable digital change and a shared,
end-to-end transformation approach.

The World Retail Banking Report 2015
 Global customer experience levels have stagnated. Customers
likely to leave their bank in the next six months increased to over 15%
in some regions.
 Gen Y continues to report lower positive customer experience
levels versus other age groups, underscoring banks’ challenge to
meet Gen Y’s expectations. Less than 50% of Gen Y customers
globally are likely to remain with their primary bank in the next six
months.
 Banks still have work to do in transitioning customers from
branches to digital channels. Customers perceive the branch as
offering better service than the internet for both complex and simple
services.
 The competitive threat to banks is accelerating due to the bank’s
inability to quickly adapt and innovate while burdened with legacy
infrastructures and the introduction of agile and digitally-savvy non-
traditional players and new entrants such as Apple Pay or
crowdfunding sites

Customer Overview

MISSION
CAIXA´s Mobile Program

Situation Preview
SCENARIO ASPECTS
 One institutional App with 200 functionalities
 Reflect the web portal aspects
 Current development methodology does not fit mobile needs
 None internal app

 Define a new way to do mobile banking
 Alignment with the new mobile explosion
 Expand the user base
 Increase the number of products offered in the channel
 Surpass the market
Strategic Aims

Challenge
ENVIRONMENT ASPECTS
Several line of business
Very distinct audience target
Lots of products and services to go live

APPROACH
Mobile Strategy

The next generation of Business Technology solutions has a short time to market, is created and
delivered in an agile way and is developed and owned in the nearest proximity of the business. These
solutions are much like Scooters and Cars, where the current applications landscape typically is
populated with Trains and Buses. Think about when to apply the right rhythm, build the ‘hub’ platforms
to support and start to explore new, flexible ways to build solutions, applying agile approaches such as
SCRUM and rapid development tools.

Move from more than 200 distinct transactions
in only one app to the right set of apps
Ecosystem of Apps
Platform to support high number of Apps

We are spoiled, ‘consumerized’ users of technology nowadays. We expect compelling, aesthetic user
experiences as a default and we want to use our own, favorite devices. If that expectation is not met,
we disconnect; in our role as consumers, but just as much as enterprise workers. Create desirable
apps that facilitate specific tasks and contexts and hide what’s underneath. Apply Design Thinking,
Gamification and Responsive Design so that the apps morph into the overall experience of clients and
enterprise users. Turn your mobile app store into a candy store and enable any device.

What Makes Good UX
The critical success factors for an effective UX strategy
Decreased sales
Poor performance
Low adoption
Low credibility
Brand erosion
Low competitive
advantage
Low loyalty
High support/training
costs
High development costs
Staff attrition
Low staff morale
Relevant
Do what users need
Drive Desirability
Useful / Product Fit /
Inspirational
Usable
Do what users need well
Drive Adoption
Efficient / Pleasant / Ease
to use, learn and
remember
Attractive
Looks beautiful to users
Delivers Trustworthiness
Visual Appeal / Trustworthy /
Consistent / On Brand
Increased sales
Improved
performance
Desirability
High adoption
Credibility
Brand awareness
Engagement retention
Conversation loyalty
Competitive
advantage
Lower support/training
costs Lower
development costs
Increased exposure
High staff morale
Attractive
Appealing
and on brand
UX
Strategy
=
Relevant
Design the
right product
Usable
Design the product
right
+ +

Keep it simple
Unique experience
Re-Think functionality distribution

Gamification engages everybody

With core applications becoming ‘vanilla’ again, the differentiating edge of IT solutions will come from a
next generation of applications that are not really applications anymore. They are quickly created by
gluing reusable, catalog-based IT services together. They leverage visual, model-driven platforms that
work from business process descriptions to generate code. They use self-service BI, BPM and
business rules tools to create solutions in close proximity to the business. They apply mobility and
portal platforms to create new interfaces without diving into the software underneath.

Optimize iteraction
No more weeding cakes
Give personalized Cupcakes
Consequence - Re-Think functionality distribution

Ideação
Ambientação
Validação
Imersão
CONSULTING
Elaboração
Construção
Transição
Iniciação
DEVELOPING
Preparação
Execução
Renovação
Avaliação
LABORATORY
Manutenção
Distribuição
Monitoração
Atendimento
SUPPORTING
NEW Methodology
Ideation
Environment
Validation
Immersion
Elaborate
Construct
Deploy
Initiate
Prepare
Execute
Renew
Evaluate
Maintain
Distribute
Monitor
Reception
ESSENCIALSERVICES
4
Caixa Mobile Innovation

Follow market
tendencies
Specific Ecosystem
Monitoring
stores & Users
posts
Full lifecycle
of the APP
Fast response
Distinct platforms
DEVELOPING
CONSULTING LABORATORY
SUPPORTING
Caixa Mobile Innovation Method

RESULTS
Mobile Program Current State

Main Business Areas (72 identified Apps)
Banking, Mobile
Payments (2)
People (8) Corporate (4) Mortgages (7)
Automobiles (4) Lottery (2)
Social Programs
(5)
Culture (1)
Employees (1) Agribusiness (3)
Insurance, Welfare,
Capitalization and
Consortium (5)
Investments (4)
Education (5) Government (6)
Corporate
Departments (12)
Sports
Sponsorship (3)

UPM Account Dossier | March 2013
AppsTwo WinCentre – Research Support
Wrapping up...

Technovision often used in an Collaborative and
Inspirational type environment …

… providing tangible building blocks …

… for weaving together Digital storylines …

Find out more on capgemini.com/technovision and on the CTO blog
for the 2015 update series …

Sten Hubendick
DCX Lead Sweden, @stenhub
David Permansson
Mobile Team Lead Sweden,
@permansson
Thank
You!

Digital Strategies - Closing the Gap Between Business and IT

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