Journey to the Cloud, Hype or Opportunity

Journey to the Cloud
Hype or Opportunity
ECS Cloud
Platforms

2The 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 …

DigitalCapability
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 …

DigitalCapability
Leadership Capability
FASHIONISTAS DIGITAL MASTERS
CONSERVATIVESBEGINNERS
• 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 businessCustomer Understanding Process digitization
New digital businessTop Line Growth Worker enablement
Digital globalisationCustomer 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
40Mcalls
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
InnovationDepending 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

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
frank.wammes@capgemini.com
+31 6 11372282
fwammes

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