journey to the cloud, hype or opportunity

Journey to the Cloud

Hype or Opportunity

ECS Cloud Platforms

2 The information contained in this document is proprietary. Copyright © 2015 Capgemini. All rights reserved.

Enterprise Cloud Services (ECS) | January 2015

Rows and flows of angel hair

And ice cream castles in the air

And feather canyons everywhere,

I've looked at clouds that way.

But now they only block the sun,

They rain and snow on everyone

So many things I would have done,

But clouds got in my way.

I've looked at clouds from both sides now

From up and down and still somehow

It's cloud illusions I recall

I really don't know clouds at all

Clouds, Joni Mitchell

Cloud, Hype or Opportunity ?



Agenda

How digital companies outperform

Cloud as driving force within Digital

Impact on the IT organisation

Where to start

Conclusions

Cloud Plotted on the Digital Framework



Agenda




Where to start

Conclusions




2011

Define ‘Digital mastery’

2011 Digital

Transformatio

n

Framework

Define

“Digital Mastery”

50 Companies

160 Interviews

Performance/

Sector Maturity/

DNA

500 Companies

2013 Digital

Transformatio

n

Execution

Uncover

execution

Challenges

>2,500

Companies

RESEARCH

OBJECTIVES

RESEARCH

THEMES

2011 Digital

Transformation

Framework

2012 Digital

Transformation

Performance

2013 Digital

Transformation

Execution

FASHIONISTAS

DIGITAL MASTERS

CONSERV

ATIVES BEGINNERS

From ‘Leading Digital’, our own journey with MIT …



Dig

ital C

apabili

ty

Leadership Capability

The What:

Using digital technology to transform the customer

experience, operational processes and business models

The How:

Successful transformations depend as much

on how firms manage digital transformation than solely

on implementing new technologies

… we learned the DNA of digital masters …



Dig

ital C

apabili

ty

Leadership Capability

FASHIONISTAS

DIGITAL MASTERS

CONSERVATIVES BEGINNERS

• Many advanced digital features (such as social, mobile) in silos

• No overarching vision

• Underdeveloped coordination

• Digital culture may exist in silos

• Strong overarching digital vision

• Excellent governance across silos

• Many digital initiatives generating business value in measurable ways

• Strong digital culture

• Management skeptical of the business value of advanced digital technologies

• May be carrying out some experiments

• Immature digital culture

• Overarching digital vision exists, but may be underdeveloped

• Few advanced digital features, though traditional capabilities may be mature

• Strong governance across silos

• Active steps to build digital skills and culture

…. and helped enterprises to position themselves, with a

proven distinct in Top- and Bottom line growth and market

valuation



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 business Customer Understanding Process digitization

New digital business Top Line Growth Worker enablement

Digital globalisation Customer Touch Points Performance management

It also showed how to create the digital ’What’ …



Agenda




Where to start

Conclusions




Cloud is inevitable ……

PaaS adoption went

from 7% of

respondents in 2011,

to 41% currently

(2013), and will rise

to 62% by 2016.

Source: GigaOm

Research



… and acting as the Motor within the Nexus of Forces



Leading tech companies know cloud is a strategic weapon for

disruption…

The book company The search company The computer company

Cross Industry disruption



… followed by a lot of start-ups as well

Startup Disruption

Advantages

Specific domain & experience expertise

Ignorance of the current “way it’s done”

No organizational / cultural inertia

No technical / legacy debt

Powerful new software frameworks

Enterprise grade elastic software platforms

Powerful Software Frameworks Enterprise Elastic Platforms



To some this implies…

1) Every company is now a customer company

2) Every company is now a software company

3) Every company needs “Google like” development speed and agility

“In short, software is eating the world.”

--Marc Andreessen



Agenda




Where to start

Conclusions




This has a profound impact on your IT Capabilities

Privacy vs. Safety

Open Data vs. Security

Changing functionalities vs. No requirements

Change Management vs. DevOps

Process first vs. Think Design

Control vs. Orchestrate

Deep in the Core vs. Close to the Edge



Agenda



How does this impact you IT organisation

Where to start

Conclusions




A different perspective on Cloud



Digital-First thinking:

Burberry designs flagship

shop to resemble it’s

website

CUSTOMER

EXPERIENCE



LCL Success Story

-50%

Abandoned calls

decreased by half

+80%

Customer

satisfaction rate

went above

expectations

contact centers

Thanks to Natural

Language, we move from a

company centric approach

to a full customer centric

approach

Christophe Orban

Head of Customer Service

8 40M

calls

per year

Hi, I’ve some

questions

regarding my

loan

Natural Language for the qualification of all incoming calls

“ ”



CUSTOMER

EXPERIENCE



The Cloud Offers a Wide Range of Cost Savings and Value

• Rapid time to procure, provision, stand up and down environments

• Self-service in requesting, creating and managing environments

• Standardization of environments

• Opex vs. capex

• Managed infrastructure and operations; increased automation of infrastructure and

operational activities

• Optimal selection of cloud hosting platforms (private, public or hybrid)

• No infrastructure to build and operate; economies of public cloud

• ‘Unlimited’ scalability and elasticity

• Access to up-to-date cloud innovation and managed expertise

• Minimal and ease

of development

• More

standardized

processes

• Economics of

shared software

On-Premise

Private Cloud

Vendor-Hosted

Cloud

Public

IaaS

SaaS

Cost Savings

Agility

Innovation Depending on your strategic

intent, IT context, and application

characteristics: Capgemini can

help guide your company to right

cloud strategy

• Developer productivity: facilitates

use of micro-services and self-

service

• Almost no ops; higher degree of

DevOps capability and maturity

• Lower TCO: application density,

more efficient scaling &

environment consistency

• Higher resiliency and availability

PaaS

OPERATIONS


Enterprise Cloud Services (ECS) | January 2015 OPERATIONS



BUSINESS

MODEL

BUSINESS

MODEL



BUSINESS

MODEL BUSINESS

MODEL

BUSINESS

MODEL



Agenda




Where to start

Conclusions




Four steps to enter the cloud

3. Proof-of-Concept Planning

2. Business Case &

Roadmap

1. Cloud Suitability Assessment

Cloud or Not

Cloud Options

IaaS

PaaS

SaaS

Private or Public

Applications

Standard Technology Platform for Development &

Testing

Review CCA, Migration Planning and Cloud

Architecture Deliverables

Define Factory Types and Respective

Scope and Lines

Detailed Factory Planning – Schedule,

Resources

To Optimize Flow

Selection of Key Tools & Accelerators

Re-usable Component

Store

IaaS Factory PaaS Factory

Ready to Execute

Data Migration Factory

1. Assess the feasibility to transfer to the Cloud, business case driven

2. Migrate your 2nd Tier landscape

3. Provision Your Infra in the Cloud

4. Start Imagining your new future



Agenda




Where to start

Conclusions




So: Cloud, Hype or Opportunity; What will be your Play ?



More information ?

Frank Wammes

[email protected]

+31 6 11372282

fwammes

mailto:[email protected]

journey to the cloud, hype or opportunity

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