Business Mashups or Mashup Business Under 40 Characters

Business Mashups,
or Mashup Business?
Peter Evans-Greenwood
CTO (Australia)

Imagine…

A new company enters the market in
late 2007, LGM Wealth Management,
who have found a new way of spinning
existing solutions and technologies to
provide it with capabilities an order of
magnitude better than anyone else

Time to Revenue < 5 days
Cost to Serve < ½ industry average
New Product Introduction < 5 days
Infinite customisation

How do you react?
| Technology Services
Business Mashups, or Mashup business? Peter Evans-Greenwood
© 2006 Capgemini - All rights reserved 1

Phase 1
Time to Revenue
Cost to Serve

The challenge: insurance case work today

Client works with an
Advisor to select &
Client customise a policy Advisor submits the
1.
policy for approval
Advisor
2. Case

Client visits a 6
3. .
Doctor for a
health check & 6.
tests
5.
Team
Doctor The back office ask
4. questions, clarifies
issues, requests
follow-ups, and
Doctor posts the approves the case
test results to the (or not).
back office


The challenge: insurance case work today

Knowledge What is a case file? Paper?
Client works with an
fragmented and Database? Records?
Advisor in select &
buried to Reports? Email?
Client channels & silos policy
customise a Advisor submits the
1.
policy for approval
Advisor
No means of
2. Case
capturing tacit
knowledge
Client is not a
integral part of Client visits a 6
the process 3. Doctor for a .
health check & 6.
No holistic view
Processes
tests fragmented of the problem
across silos and 5.
manual activities
Team Processes
Doctor The back office ask
trapped in
application silos
4. questions, clarifies
issues, requests
follow-ups, and
Doctor posts the approves the case
test results to the (or not).
back office Participants tied
to locations


A few interesting ideas

Rich User Experience
Providing a desktop
Spaces, Not experience from a web-
Applications based application
Tools to solve specific Flash & Shockwave
problems, integrated Silverlight
Utility Computing
with other tools, rather AJAX
Using the web as a
stand-alone applications
Mash-Ups* platform to deliver
Wikis: shared
blackboards
applications over the
A web page or internet from a
Blogs: online diaries application combining centralized or distributed
Folksonomies: shared data from two or more
tags
data centre
external sources GMail
Chicago Crime DB
http://www.chicagocrime.org/ SaleForce.com
Ski Bonk QuickBooks Online Edition
http://www.skibonk.com/
More than a portal—
an application in it‘s
own right!

* Examples taken from www.programmableweb.com


A space for insurance case management

Client details
from CRM
Client Name Address
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provider’s
system
Test Results Status
Medical
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asd 8 asd 8 asd 8 provider’s
system
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Risk Management Status
Product
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wiki Mojito
Policy Details Status comment
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Date, Time, Posted by BLAH
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comments in a
Tags, tags, tags, … Add blog
Click through to Tags for semantic
connected spaces search


Insurance case work tomorrow

Client uses a self service
web site to create a
policy tailored to their
needs, scheduling any Advisor
Client tests required
1. 2.
Case An advisor can be called in
(Skype, IM, …) to provide
assistance where required
Client visits a
Doctor for a
health check 3.
& tests 5.
4. The back office
Team approves the case
(or not).
Doctor

Doctor submits test
results directly


Insurance case work tomorrow
Active
involvement Client uses a self service knowledge
All
web site to create a captured in a
policy tailored to their single consistent
needs, scheduling any shared space Advisor
Client tests required
1. 2.
Case An advisor can be called in
(Skype, IM, …) to provide
Content assistance where required
Client visits a independent of Users create their
Doctor for a channels own work spaces
health check 3.
Informed
& tests to
and able 5.
participate
4. The back office
Team approves the case
Integrated support for (or not).
Doctor structured and
unstructured knowledge

Doctor submits test
results directly Virtual
teams


What we are trying to achieve

Create a more Drive cost
supportive Productivity Operational Costs savings through
environment, more efficient
ensuring that all Time to revenue 66% work practices
stakeholders are Cost to serve 50%
involved and
have accurate
information to
base their
decisions on

t t
Future
Insurance
Case Worker
Business Value

Reduce the
opportunity for
errors and
mistakes by
Capture tacit capturing and
and structured formalising
knowledge in a currently
single Information Management t informal
integrated information and
environment Information Quality Work Quality processes


Delivered as a utility

Case
Client Worker
Applications

standards based,
RSS, Web Services,
Application silos
Mash-Up

Web 2.0 Resource Management
used as

Light weight,
integration
User information
Content &

Search, …
interfaces appliances
design to Records
support Management
specific roles
Case Team
Worker Mash-Up
File Stores

Partner Client Reporting
Mash-Up t

Collaboration
Partner
Applications
Team Processes
Partner
Mash-Up
External
Mash-Up Search Sources
Utility maps
between Platform
applications and Utility Existing Back-Office
users, capturing
tacit knowledge


Case
Client Worker
Applications

standards based,
RSS, Web Services,
Application silos
Mash-Up

used as

Light weight,
integration
User information
Content &

Search, …
design to Records
support Management
specific roles
Case Team
Worker Mash-Up
File Stores

Partner Client Reporting
Mash-Up t
Implementation Effort
Collaboration
Partner
Applications
Team Processes
Partner
Mash-Up
External
Utility maps
between Platform
users, capturing
tacit knowledge


Case
Client Worker
Applications

standards based,
RSS, Web Services,
Application silos
Mash-Up

used as

Light weight,
integration
User information
Content &

Search, …
design to Records
support Management
specific roles
Case Team
Months
Worker Mash-Up
File Stores

Partner Client Weeks Reporting
Mash-Up t
Implementation Effort
Collaboration Time to Capability
Partner
Applications
Team Processes
Partner
Mash-Up
External
Utility maps
between Platform
users, capturing
tacit knowledge

Challenges

Licensing
How do I enforce
Security & SLAs?
Confidentiality Do I need to pay?
Identity
Managmeent What capabilities do
Sensativity: getting we put in the box?
users to put Where do we Where do we use
information in the start? wiki’s a blogs?
right box How do they
No more four integrate with our
years and $50m! other information?
What about Zoho or
Google Apps?


The bigger picture

Unstructured Structured Web Site Management example
An
Ministerial Briefs Customer Complaints from
Correspondence Management Government
Research and Development
Tendering and RFQ Management MD Briefs
Case
Programme & Project Management Project Reporting
Worker
Strategy Development Design Reporting
HR record keeping Post Implementation Reporting
Policy and Advice Standards and Specs
Inspections and Audits Community Consultations
Policies and Procedures Asset Information Management
Business Planning Contracts Management Drawings and Plans Management
Asset Planning Community Consultation FOI Request Handling
Risk Management Business Case Development Accounts Payable invoice processing
Incident Management Operational Analysis Legal Advice and Precedents
Asset Creation Periodic Reporting Taxation Work Papers
Asset Lifecycle Management Specialist Studies Audit Work Papers
Procurement Strategic Directions Reporting Audit and Inspection Reporting
Demand Management Indicators Reporting Major Environmental Assessments
Compliance Reporting Market Research Minor Environmental Assessments
Annual Reporting Corporate Template Management Environmental Management Plans
Relationship Management – Publications Management Work Order Management
Government, Customers, Contractors, Campaign Development Recruitment Management
Partners Customer Engagement Contractor Management
Performance Management Lease License Management Training and Human Performance
Health and Safety Management Title Management Mgmt


Phase 2
New Product Introduction
Product Catalogue

Mashup business

Threadless KIVA Scion
Design arbitrage Demand-driven charity Endless customisation
Paypal (payments) Micro-credit Pimp-my-ride
Flicker (photos) Paypal (payments) Production line
Polling (online votes) Flicker (photos) Dealers
Outsourced Blog (journal) Bodyshops
production Already a force to be Most successful
Profitable in 1st year recond with in micro product launch for
credit Toyota ever


What might this look like for insurance

An Insurance Mash-Up

Yesterday Today Tomorrow

Bespoke development Mass production Endless customisation
Harvest historical Havest historical & Enabling customers to
information to create operational configure their own
actuarial tables information to create policy
Hand craft policies actuarial tables Connecting them
Develop insurance directly with the market
factories to churn out
mass customized
policies
Pass bundles of
policies onto the
market

Managing complex products

Few products Some products All possible products

A single product, Chaos, where each client has
the Model T of our industry an individually tailored product

Rather than being forced to the
ends, we want to put the slider
where it makes the most sense for
the business.


How do we create a configurable policy?

Let’s steal an idea from flexible manufacturing

A bike consists of Handlebars Frame Seat
a frame, two
wheels,
handlebars, a
seat, drive train, Front Wheel Back Wheel
and each wheel
has a tyre. We
also offer three
types of bike:
mountain, racing
and hybrid
Drive Train

We can define our product as a suite of pluggable Lego-
like components and let customers mix-and-match

How do we create a configurable policy?

Let’s steal an idea from flexible manufacturing
Assumptions
AConcepts
bike consists of Simplifying our
Handlebars Frame Seat
a frame, two
Benefit understanding
wheels,
• Defined benefit Competitive forces
• Co-payment
handlebars, a benefits
• Restricted Predictions
seat,• drive train,
… Front Wheel Back Wheel
Risks
and each wheel
Policy
Business Logic Benefits
has a tyre. We&
• Exclusions
Inclusions Competitor
Constraints
also •offer three
Constraints • Prices
• … Recognising
types of bike: situations • Products
Event and/or risk
mountain, racing Deciding on actions Events
…
and hybrid Exception (risk)Drive Train ...
management
strategies

We can define our product as a suite of pluggable Lego-
like components and let customers mix-and-match

Allowing us too put the slider where we want it
Few products Some products All possible products

A single product, Chaos, where each client has
the Model T of our industry an individually tailored product


Front Wheel Back Wheel

Drive Train

The granularity of our model determines
where on the spectrum if falls

Then we operationalise the model

Strategic Goals


Drive Train

Information Technology


… delivering the lot as a utility

Client Mash-Up Applications

Content &
Records
Management
Case
Worker Mash-Up
Content &
Records
Management

Partner Client Risk Reporting
Mash-Up Management
Mashup
Partner
Applications
Team
Partner
Insurance
Mash-Up Mashup
External
Sources
Business
Web Utility Utility Existing Back-Office


The impact of what we’ve done
How many products?
One, or millions?

Sales is empowered to Provides Product Management
adjust a product to meet with a palette for innovation and
customer requirements creating new offerings
How will the
product be offered Handlebars Frame Seat
to the market What product options do
we want to provide?


What options do
I have when I react How do I ground
to business exceptions? risk management?

How do we support
the product? Drive Train

Used by Finance as a tool to
Allows Operations to plan How do I price? establish the cost, and
and manage the delivery of profitability, of products
the product


The impact of what we’ve done
How many products?
One, or millions?

Sales is empowered to Provides Product Management
adjust a product to meet with a palette for innovation and
customer requirements creating new offerings
How will the
product be offered Handlebars Frame Seat
to the market
Time to Capability Product Catalogue product provide?do
What
we want to
options

# of possible products
Effort

New product Product
introduction
Front Wheel variation Wheel
Back

What options do
I have when I react How do I ground
to business exceptions? risk management?
t t

How do we support
the product? Drive Train

Used by Finance as a tool to
Allows Operations to plan How do I price? establish the cost, and
and manage the delivery of profitability, of products
the product


Conclusions and lessons learnt

We can use technology to create business agility

Reduce the cost Increase the
of reacting to Business Inertia Value Harvested amount of value
disruptions in Planning Granularity harvested from

Value
the market by the market by
reducing the out performing
cost of planning competitors and
and acting, leaving less
converting money on the
disruptions to a table
competitive
advantage
t t
Exception Management

Rate of Innovation
Enable
employees
to focus on
Move users communication
from operational and innovation,
cost control enabling them
roles into to connect to
offline, creative Process Improvement & Optimisation t the market and
value creating harvest new
roles
Redeploying Employees Dispursion of Innovation opportunities


Agility creates a competitive advantage

Ability to cope
Complexity of environment

with disruption
Agility Orientation

Corp. Harmony Corp.
Insight B B

Adaptability

Initiative Competitive
Uncertainty advantage
Incomplete
data

Corp. Corp.
Instability A Unpredictable A
events

Confusing information

Reaction Speed


We must manage continual change, not projects

Mastering the three worlds of IT
Executives need to stop looking at IT projects
as technology installations and start looking at
them as periods of organisational change that
they have the responsibility to manage
Andrew McAfee
Harvard Business Review, November 2006


Imagine…

A new company enters the market in
late 2007, LGM Wealth Management,
who have found a new way of spinning
existing solutions and technologies to
provide it with capabilities an order of
magnitude better than anyone else

Time to Revenue < 5 days
Cost to Serve < ½ industry average
New Product Introduction < 5 days
Infinite customisation

How did you react?

Questions or Comments

Further reading
Peter Evans-Greenwood,
Product Meta-Models, Capgemini


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