transforming traditional enterprises through digital business

© 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL 1

Transforming Traditional Enterprise

Through Digital Business

RAJA UKIL, Chief Information Officer

Wipro Ltd.


AROUND US

IMPERATIVES

CHALLENGES

Agenda


Gamification

Data Science

Connected Things

Virtual and

Augmented Reality

3D Printing

Quantum Computing

Software Defined Networking

Smart systems

Immersive Experience

Data Science

Data

Robotics/Drones

Software BOTs

Real time DevOpsInternet of Things

M2M

Open Source

Smart Dust

Automation

Natural Language

Cloud Computing

Technology is impacting enterprise like never before. And it is

technology, which is outside a company’s control… technology which

is in the hands of its employees, customers, citizens…Enterprises have

to completely re invent themselves to remain relevant and thrive.

Around us


Changing the way we hail a taxi

What began in 2009 as a luxury car service in San Francisco is now

valued at $3.76 billion and operates in 142 cities, in 40 countries.

It has so far raised $1.5 billion, including Goldman Sachs and

Google Ventures and was valued at $18. 2 billion!

Over INR 600 crores raised by Indian players like Ola and Taxi for

Sure. by the leading players in the sector. Radio taxi market in India

is $6-9 billion dollars growing at 17-20%. It is also estimated that

the number of taxis in the organized sector will reach 30,000 by

2017.

UBER - The one tap ride!


Changing the way we lodge

Airbnb raised USD 450 million in the latest round of funding,

valuing the company at $10 billion.

Operating in 160 countries, lists more than 600,000 short-term

rentals and is now one of the most valuable companies.

Valuation grew approximately five times in less than 18 months,

making it more valuable than hotel chains like Hyatt and

Wyndham Worldwide.

AIR- BNB- Connecting people who have space to spare with

those who are looking for a place to stay.


Changing the way we shop

A revolutionary multi-channel retail experience that connects

physical and digital, seamlessly.

A typical adidas store stocks around 200 shoes, while the company

offers over 4,000. With the virtual wall, customers have access to

the entire adidas offering, they can pull a product, rotate it 360

degrees, and zoom in on specific features. Result: higher rates of

sale and increased average sale prices

ADIDAS VIRTUAL FOOTWARE WALL


Changing the way we bank

Retail banking industry- digital technologies are increasingly used across

several business functions and also in the physical branch, blurring the

lines between physical and virtual.

Even relatively traditional banks like State Bank of India have launched

digital online and self-service banking solutions including instant account

opening with personalized debit cards, instant loan approvals for car and

home loans and remote expert advisors available via video links.

.

PERSONAL BANKING


Traditional business models that cannot keep up with the

connected, nimble, and informed customer are getting wiped

out…

Leading the organizations, big or small, start ups or

established, to update legacy technology strategies and

supporting methodologies to connect to the real world,

which is digital and evolving at a >>>fast pace.

CHANGING BUSINESS MODELS


All companies whether is GM or Coco cola are experimenting

with posting to blogs, uploading photos in Flickr, videos in You

Tube- in short trying hard to keep up with the digital storm.

But while there is enthusiasm and investment, very few

companies know which business model will succeed in this new

era, what will take them to the “arrived state”.

CHANGING BUSINESS MODELS


So, what are the IMPERATIVES for

an enterprise to become a master

in digital business model?


Renovate

the core

Build bimodal capability

Create powerful

Digital leadership

• Clear digital roles

• Savvy digital executives

• Digital vision and digital

legacy

• Cloud and web scale

infrastructure

• Information

• Talent

• Sourcing

• Agile development

• Multidisciplinary teams

• Innovative partnerships

• New risks/Speed trade-off


Digital transformation can’t happen without a leader who stirs the pot

and rallies stakeholders toward action.

DIGITAL LEADERSHIP

So, who is this change agent?

Some companies have new roles of Chief Digital Officer and Chief

Experience Officer to refocus and reorganize teams to modernize,

optimize, and integrate digital touch points. While, in many

organizations, the role of CIO itself is changing, making it bimodal.


Split internal IT focus between heads-down

and eyes-forward.

FOCUS ON BI MODAL IT

Conventional IT, which is more about planning and doing IT right,

being predictable and creating value.

Grow and Change unit, working more like a start up and running

IT as a business, focusing on disruption and agility.

Gartner The 2014 CIO Agenda:

Almost Half of CIOs surveyed have begun the Bimodal Journey.

45%of CIOs currently have a second fast / agile mode of operation.


Transform monolithic enterprise applications into fully renovated,

agile IT core

Moving to public and private clouds\

Exploiting big data

Increased adoption and integration of public and private IaaS,

PaaS, SaaS and BPaaS

Embedded analytics

Mobile first

BUILD A DIGITAL CORE


BUILD DIGITAL TALENT AND

GOVERNANCE

Build and sourcing talent with right skills and mindset, which can

support the imperative IT renovation.

Partner with the right vendor to support the renovation journey

and also deliver innovative products and services

Build an agile governance model, which is able to match the agile

demand and supply of digital business solutions.


ESTABLISH A DIGITAL BUSINESS

STRATEGY

Just digitalizing the fringes will not bring enterprises into the new

digital economy

CIOs need to build a complete business strategy for renovation of

their current enterprise architecture.

Without a clear digital business strategy, IT cannot have a clear

vision of a future renovated architecture.


This “digital dragon” is potentially very powerful if tamed

but a destructive force if not. It’s a CIO’s dream come true,

and also a career-changing leadership challenge.


So, what are the

CHALLENGES?


CHALLENGES

Coping up with the speed of the digital torrent

51% of CIOs are concerned that the digital torrent is

coming faster than they can cope, and 42% don’t feel

they have the right skills and capabilities in place to

face this future.

Gartner Survey, 2014


CHALLENGES

Increased risk for information leakage and privacy

concerns

Constrained budgets- while the digital era demand is

high, budget growth is incremental


CHALLENGES

Digital talent gap: It is estimated that over 4.4 million

IT jobs will be created around Big Data by 2015;

however, only a third of these new jobs will be filled.

Company culture: Developing a digital corporate

culture to compete in this fast-paced, digitized,

multichannel world


Summing up


“It was the best of times, it was the worst of times, it was the

age of wisdom, it was the age of foolishness, it was the epoch

of belief, it was the epoch of incredulity, it was the season of

Light, it was the season of Darkness, it was the spring of

hope, it was the winter of despair…”

Tale of Two Cities, Charles Dickens

Digital transformation is indeed disrupting the

traditional way of doing business but the smart

organizations are learning fast how to unlearn and

quickly reinvent themselves, which will pave a way to

digital mastery…rest are following the leaders.


“It was the best of times, it was the worst of times, it was the age of wisdom, it

was the age of foolishness, it was the epoch of belief, it was the epoch of

incredulity, it was the season of Light, it was the season of Darkness, it was the

spring of hope, it was the winter of despair…”

Tale of Two Cities, Charles Dickens

transforming traditional enterprises through digital business

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