innovating and enabling digital futures 12-07-2011
DESCRIPTION
This presentation, for a BrightTalk Summit webcast (See: http://www.brighttalk.com/webcast/286/30997), focuses on various demand, usage and fulfilment scenarios that are likely to play out in the immediate future for digital content and mobile infrastructureTRANSCRIPT
Jude Umeh
London - July 2011
Mobile Infrastructure: Innovating and Enabling Digital Futures
Synopsis & Bio
SYNOPSIS:
Given emerging trends in social networking, context aware computing and digital content usage, it is evident
that the role and importance of mobile technology and infrastructure is set to increase exponentially as time
progresses. Therefore, it has become crucially important for infrastructure providers, service / platform
operators, and their partners, to ensure that the right capabilities are in place to deliver this vital component for
current and future digital services. This talk focuses on various demand, usage and fulfilment scenarios that
are likely to play out in the immediate future for digital content and mobile infrastructure. It examines key
drivers and perspectives from the five key stakeholder groups, common to all digital and mobile service
propositions, and will look to illustrate the role of innovative business models and their impact on the
ecosystem of suppliers, partners and customers. Finally the talk will outline the way forward to addressing key
issues in this domain, and make suggestions to help future development of mobile infrastructure as a key
enabler for digital content and usage.
2© 2011 Capgemini. All rights reserved.
BIO:
Jude Umeh is a Senior Consultant & Enterprise Architect with Capgemini in the UK, and he enjoys helping to
define future business and technology strategies that shape clients' response to a challenging digital
environment. Jude is a published author, with a book and several articles and whitepapers, on the impact of
digital content technologies. He is also a frequent blogger on Capgemini’s award winning technology blog.
Agenda
Intro: Setting The Scene• Evolution of Communication
• Mobile is huge
Findings• Key Trends that matter in Social, Technology & Business
• Market models and solutions
• Demand, Usage, Fulfilment and Monetisation
Conclusions• Key Issues
• Opportunities
• Enablers for new services
Recommendation• 5 stakeholders
• Business model innovation
• Innovation as a service
3© 2011 Capgemini. All rights reserved.
Setting The Scene
Evolution of Communication
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Source: Adapted from The World Beyond Digital Rights Management BCS 2007
Mobile is huge and likely to get really massive
Mobile ramping faster and bigger than Desktop Internet – 5 Trends Converging:
• 3G
• Social Networking
• Video
• VoIP
• Impressive Mobile Devices
Mobile innovation and impact – long term leaders determined by:
• Depth of Application Ecosystems
• User Experience
• Pricing.
Disruptive communications & commerce platforms are rapidly emerging,
especially in social networking and mobile transactions
Massive data growth driving carrier and equipment evolution.
6© 2011 Capgemini. All rights reserved.
Source: Adapted from Internet Trends - Morgan Stanley, 2010
Mobile infrastructure will have a major challenge meeting demand
Findings:
Trends that matter
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Societal & Economic Trends
• Sustainability and Green agenda
• Aging population & implications for workforce, healthcare, services & products
• IT spend follows the economy
• Redefining working patterns and changing employment models
• Home & mobile health monitoring
• Shift in Global Consumer Spending
• Attention Deficit Disorder Society
• Global demand for investment capital
• Impact of Social Media on global politics
• Diminishing expectations of privacyin a connected world
• Lifelogging
Technology Trends
• Big Data – exponential growth in digital data, and need for scale, speed & access
• Cloud Computing
• Activity Streams & Near Field Communications
• 4G/5G Pervasive bandwidth – drives other trends e.g. Mobile transactions & Internet of Things
• Predictive Analytics – delivering insight on consumer behaviour
• Social media – leveraging the power of the community
• 3D Printing & personal manufacturing
• Audio & video analytics & image recognition
• Augmented Reality
• Media Tablets
Business & Management Trends
• Business Model Innovation – enabled by tech nology e.g. social & mobile business
• Consumerisation – impact of consumer tech. in the enterprise
• Crowd Sourcing
• Dynamic BPM & Dynamic Pricing –changing processes or prices on the fly
• Platforms for Business Apps
• Intellectual Property Landscape
• Trust & Reputation Economics – related to trend for more transparency
• Service Digitalisation – the drive for digital transformation
• Social Commerce
• Mobile Business
Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends
What models are buyers using or considering?
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16% 9% 31%Cloud computing
13% 7% 26%Software as a service-application utility
13% 7% 27%Infrastructure utility
12% 7% 29%Communications as a service
21%
20%
18%
17% 34%
36%
35%
23%
13% 8% 38%Business process utility 17% 24%
17% 11% 37%Capacity on demand 17% 19%
12% 7% 29%Software-based appliances 16% 37%
13% 9% 31%Storage as a service 16% 31%
12% 8% 45%16% 19%Software streaming
13% 8% 32%15% 32%Web 2.0
12% 6% 25%15% 42%Remote Management services
9% 6% 37%14% 34%User-owned devices or PCs
12% 7% 51%12% 18%Grid computing
11% 8% 52%12% 18%Community source
< 12m 12 to 24 m 24 to 36 m 36 m or not Already using
Source: Capgemini CTO Client Briefing 2011
What solutions are addressing the market needs?
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Cloud Computing• SaaS and application migration services to 3rd party Cloud platform
(e.g. Azure, force.com, Google Apps)• PaaS enterprise application portability
Enterprise Applications• IU4SAP, Oracle On Demand• Application overhaul, COBOL to Java, procedural to object oriented
Mobile technologies
• Enterprise application development services on Mobiles(Windows Mobile iphone, Android, BlackBerry), enterprise mashups
• Content and applications, including location-based services, mobile TV, advertising and payment services
Business Intelligence• Analytics• Solutions & Services for compliance, customer service & business productivity
Data / Docmanagement
• Enterprise Content Management • Multi-modal data (video, audio, text and database)
SOA
• B2B integration• Legacy interoperability• Integration of enterprise applications with social computing systems
– for example CRM with Facebook
Green • Data centre, Building Energy Monitoring (and control) software
Source: Capgemini CTO Client Briefing 2011
Demand
11© 2011 Capgemini. All rights reserved.
“With the growth of the digital economy in full swing, we
expect that broadband data usage will double each year for
the foreseeable future.”
- TM Forum Insights Research 2011
Communication Service Providers must respond, or lose out
Usage
Usage Scenario Description
Ubiquitous
connectivity
Probably the biggest impact is the ubiquitous connectivity and ability to include
such things as location as a default extra piece of data in the mix to create a
greater relevance. There is seemingly an app for everything
Ad-hoc Networks Mobile makes the creation of ad hoc networks possible. Also it enables a new
kind of relevance regarding couponing or other location based offers and
incentives.
The main advantage for social networking is the ability to connect with your
friends always and everywhere, plus you can see where they are and can
therefore get in touch with them easier. Twitter hastag is a good example of an
automatic ad-hoc networking mechanism.
De-facto
Authentication
Mobile devices and social networks like Facebook could provide a new kind of
2 step authentication, since mobile numbers are unique for individuals, and the
Facebook ID is intended to be unique for each person.
There could be many interesting possibilities in a mobile + Facebook based
web-identity mash-up with NFC based payment mechanisms.
12© 2011 Capgemini. All rights reserved.
Fulfilment
• Shift from silo mobile projects that have expensive and long lead times to the era of common access portals (i.e. Next generation MEAPs) with rapid app development using visualisation tools.
Common Access Portals
• Services share the same platforms and infrastructure to cut costsShared Services
• These are now appearing whereby mobile applications are a mix of external and internal sources.
Hybridization (Mobile Mash-ups)
• This has already have started (e.g. Sybase Unwired Platform)
• Major paradigm shift that will affect everyone in mobile (it is similar to the evolution of the Web – from a few academic / hobbyist pages to major enterprise / ecommerce sites)
Convergence of the traditional web portal
and the MEAP
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Monetisation potential
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A key driver is the sheer growth in penetration of smartphones, and now tablets
Conclusions
Key Issues: Security
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Source: http://www.newsoftheworld.co.uk/
Key Issues: Privacy
17© 2011 Capgemini. All rights reserved.
Source: Mobile Privacy Principles (http://www.gsmworld.com/our-work/public-policy/mobile_privacy.htm)
Key Issues: Health & Safety
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Source: Distracted Driving: What Research Shows and What States Can Do (http://www.ghsa.org/html/publications/sfdist.html)
Key Issues: Discovery
19© 2011 Capgemini. All rights reserved.
Source: Trends In Mobile Apps Presentation to the BCS in March 2011 - by Katie Lipps, Mobile Consultant
But…
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Opportunities: Diverse business models
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Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
Opportunities: Cloud services broker
22© 2011 Capgemini. All rights reserved.
Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
Key enablers for new services
• Configuration Management, Provisioning Management, Remote diagnostics and Security Management
Mobile Device Management (MDM)
• Exposure e.g. OneAPI currently supporting messaging, location, and billing
• High Performance Infrastructure & Connectivity Network services
• Superior connectivity
• Service & subscriber contextual information via subscriber data management
• Policy management for contextual services – QoS, privacy, localisation, adsDifferentiators
• CSPs have the ability to aggregate and integrate other services with network intelligence to deliver desirable features via context awareness features or enhancement (e.g. user personas based on location)
Service aggregation
• Using network intelligence, policies, and personalization of services to enhance customer experience
• Real time transaction management and settlement
Enhanced customer experience
23© 2011 Capgemini. All rights reserved.
Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
Recommendations
Meeting the needs of 5 key stakeholders
25© 2011 Capgemini. All rights reserved.
Source: Adapted from The World Beyond Digital Rights Management BCS 2007
A real need for constant innovation
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To create VALUE though a new market or product
A game changing move that provides sustained first mover advantage
To change COST of production and size of available market
A break through in any element of the operation of an enterprise
For SERVICABILITY to secure existing and new customers
Where market or product cannot be innovated service can be used
Organisational Structure and Boundaries
The immediate and obvious challenge thatany change will bring to an Enterprise
Mobilisation and Capabilities
Enterprises are constrained by their own knowledge and experience
The three common forms of innovation
The barriers to innovation
Eventually Change is inevitable
Innovation is about controlling the timing and basis of change to be advantageous to our own business
Breaking through the barriers
27© 2011 Capgemini. All rights reserved.
Innovation is a never ending collection of activities and processes
Ready access to a large variety of skills and experiences is needed
Each Innovation must be individually costed and valued to delivery
At the same time all must be managed into a cohesive all
We need to be more Innovative –
can you help?YES !
Capgemini Innovation as a Service
Innovating the Enterprise
28© 2011 Capgemini. All rights reserved.
Source: The Business Model Canvas (www.businessmodelgeneration.com)
Capgemini Innovation
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Rapid Innovation CentersCloud Services (e.g. Immediate)
ASE: Accelerated Solution Centers
TechnoVision 2011 edition
Social Insight
RDV: Rapid Design & Visualization
4 ways to innovate the enterprise
30© 2011 Capgemini. All rights reserved.
• Innovation as “Business as Usual”
Operational Innovation
• “Innovation As A Service”
Managed Innovation
• Introducing our Innovation to clients
Proactive Innovation
• Deploying our Thought Leaders
Leadership Innovation
Appendix
More information
32© 2011 Capgemini. All rights reserved.
Capgemini, one of the world's
foremost providers of consulting,
technology and outsourcing services,
enables its clients to transform and perform
through technologies.
Capgemini provides its clients with insights
and capabilities that boost their freedom to
achieve superior results through a unique
way of working, the Collaborative Business
ExperienceTM. The Group relies on its
global delivery model called Rightshore®,
which aims to get the right balance of the
best talent from multiple locations, working
as one team to create and deliver the
optimum solution for clients.
Present in more than 35 countries,
Capgemini reported 2009 global revenues
of EUR 8.4 billion and employs over
100,000 people worldwide.
More information is available at:
www.capgemini.com
About Capgemini
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved
Jude Umeh (FBCS, CITP)Snr. Consultant & Enterprise ArchitectEmail: [email protected]: +44 (0)870 238 8529Blogs: http://www.bcs.org/server.php?show=ConBlog.8
http://www.capgemini.com/technology-bloghttp://judeumeh.wordpress.com
Twitter: @judeumeh