Must-Watch IT in 2017
Surviving Digital Darwinism
Keys to Banking Transformation
The Era of Industrial Machine
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successful digital companies
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2 CSC WORLD | JANUARY 2017
CSC WORLD | JANUARY 2017 | VOLUME 15 | NUMBER 1
CSC announces alliance with PwC, expands relationship
with Hitachi Data Systems and unveils a digital ecosystem
for the London insurance market.
6 HEARD ON CSC.COM
Experts are coming to csc.com’s blogs and
Town Halls to share insights on industry
developments and technology trends.
8 CSC WORLD THROUGH THE YEARS
Since 2000, CSC World has explored trends in IT, highlighted
innovations from CSC and showcased our clients’ successes.
What Makes a
The Economist Intelligence Unit (EIU) surveyed more than
500 executives around the world to better understand the
links between digital technologies and strategic success.
The results are revealing.
14 Infographic: Going Digital
Insights from the EIU survey show how IT executives and non-IT
executives see the future of digital transformation.
16 Must-Watch IT in 2017
CSC CTO Dan Hushon offers his thoughts on 2017, naming
six technology trends to his must-watch list for the year.
18 7 Threats to the Business/IT Relationship
Cultural challenges don’t have to hinder the success of an
enterprise’s business relationship managers.
20 Digital Patient Journal Streamlines Care
A digital tool used to record and communicate patient
conditions from the field is improving outcomes.
22 3 Scenarios for BPS Success
BPS can take companies beyond simply partnering for submis-
sion document management and toward true transformation.
24 eDiscovery Pitfalls and How to Avoid Them
It’s now possible to eliminate many of the inefficiencies of
eDiscovery, while still achieving compliance.
26 4 Keys to Banking Transformation
To position themselves for the future, banks can follow four
principles for creating a nimbler reference architecture.
28 Firm Transforms User Experience
Specialty vehicle manufacturer Oshkosh Corporation gains
enterprise visibility with cloud-based service management.
3JANUARY 2017 | CSC WORLD
40 Digital Tools Bolster Cybersecurity
The tools needed to mount an effective defense are appearing
as essential design elements in today’s IT infrastructure.
42 The Red Team Is Here to Help
Companies can strengthen their response capabilities by pitting
internal cybersecurity staff against trained security experts.
44 Going Virtual — and Beyond
Virtualization is only the first step toward fully benefiting
from the investments made in a modern platform.
46 3 Roads to Windows 10
Any path to Windows 10 should put an organization further
down the road to enabling a digital workplace strategy.
48 Building the 21st Century Organization
CSC’s Leading Edge Forum proposes a six-part framework
to focus the process of updating business models.
30 Digital Workplace Powers Creativity
The technology available to today’s media companies
provides rich opportunities to collaborate and create —
TRAVEL AND TRANSPORTATION
31 Smarter Travel
Airlines can create personalized customer experiences
by connecting services from airports and vendors with
their own services.
32 4 Steps to Survive Digital Darwinism
The fittest organizations are the most agile, able to make
rapid adjustments so they can evolve into lasting and
34 Industrial Machine Learning Ushers in
New Era of Analytics
As the volume of available data grows, companies need
more powerful tools to gain insights at enterprise scale.
36 Blockchain: What You Need to Know
CSC experts take a look at what blockchain is, what it does and
how it could be coming soon to a business near you.
38 Recognizing the Potential in Digital Retail
Digital tools help retailers improve business performance, trans-
form the consumer experience and speed decision making.
Learn about the latest technology news and trends with
thoughtful posts by CSC leaders and expert contributors.
CSC TOWN HALLS
Join a continuing series of online conferences on
IT topics that matter to you, featuring CSC experts and
special guest speakers ready to answer your questions.
SUCCESS STORY BRIEFING CENTER
View video success stories featuring CSC subject matter
experts, clients and global partners.
4 CSC WORLD | JANUARY 2017
OUR VISION: A DIGITAL ECOSYSTEM
FOR LONDON INSURANCE MARKET
CSC and PwC have announced a strategic
alliance to offer integrated, end-to-end
services spanning business and IT, imple-
mentation and operations.
Clients will benefit from the breadth and
depth of CSC’s and PwC’s experience,
capabilities and technology-independent
“We are bringing together PwC’s global
leadership in business consulting with our
global technology services to provide end-
to-end transformation services that span
strategy, implementation, and run and
maintain,” said Carlos Lopez-Abadia, vice
president and general manager, Global
“Organizations want to fast-track their
digital strategies, unlock value from their
data to drive business insights, secure the
enterprise environment and drive growth
through innovation,” said Mohamed Kande,
PwC U.S. advisory leader.
“Our alliance will be a force multiplier for
accelerating our clients’ business and IT
transformations and positioning them
to win with solutions they can choose
PwC will lead strategy and business
transformation, supported by CSC. And
CSC will lead technology transformation,
design and implementation, supported
CSC AND PwC COLLABORATE FOR
CSC recently presented its vision to support commercial insur-
ance clients on their digital transformation journeys with a Global
Digital Insurance Marketplace, setting a direction for standard-
ized Software as a Service, infrastructure on a pay-as-you-use
basis, widespread adoption of standard messaging, and further
automation of business process services — all supported by
CSC’s global alliance partners.
“Our vision will enable the London market to prosper globally by
adopting secure, advanced and standardized technologies,” said
Patrick Molineux, general manager, Insurance, CSC UKI&N.
CSC also announced a range of new offerings that form part
of the Global Digital Insurance Marketplace vision. These
include: a service to help organizations establish clear digital
goals that align with business objectives; a scalable and flexible
Web-enabled underwriting tool that allows carriers to connect
with their trading partners; an enterprise-level deterministic
exposure management platform for underwriters, exposure and
aggregation professionals, and reinsurance purchasers; cloud-
based solutions that let customers easily manage the end-to-end
claims process via the Internet; and a digital consumer engage-
ment platform for insurance, offering a seamless customer
experience across distribution and engagement channels.
5JANUARY 2017 | CSC WORLD
To help clients quickly and cost-
effectively realize the benefits of
cloud-enabled digital transformation,
CSC and Hitachi Data Systems (HDS)
have expanded their long-standing global
alliance to focus on joint delivery of CSC
powered by Hitachi Unified
Compute Platform (UCP), Storage as a
Service and SAP HANA offerings.
“We are capitalizing on and expanding our
20-year strategic relationship to deliver
greater value to clients as they transform
in the digital economy,” said Dave Zolet,
executive vice president and general
manager, CSC Americas. “Transformative
offerings, such as the CSC BizCloud
powered by Hitachi UCP and CSC Agility
Platform, can help enterprise clients
leverage the power of their data to create
“Because every client and every transfor-
mation is different, we see value in offering
many alternatives to help clients navigate
this journey and achieve their desired
business outcomes,” said Mike Walkey,
senior vice president, Global Partner
Organization, HDS. “Organizations want
trusted partners who can ease enterprise
cloud deployment, deliver cost-effective
as-a-service offerings, and support
corporate mobility initiatives. With a
shared vision and strategy to simplify
and accelerate the digital transformation
journey for our mutual clients, HDS and
CSC can be those partners.”
The advanced automation and manage-
ment capabilities of CSC Agility
, combined with the Hitachi
UCP converged infrastructure solutions
from HDS, can cost-effectively ease and
accelerate enterprise hybrid cloud deploy-
ments through a single platform. A new
CSC Agility Platform reseller agreement
enables HDS to offer greater choice and
flexibility to clients seeking the best-fit
solution for their IT environment.
Gartner, Inc. has positioned CSC as a leader in its 2016 “Magic
Quadrant for Data Center Outsourcing and Infrastructure
Utility Services, North America” report.
Among 19 service providers to deliver data center managed
services across North America, CSC is positioned as a
leader for the sixth consecutive year by Gartner. This year
CSC was rated highest among those in the report for its
“Completeness of Vision” — as judged on eight main criteria,
including innovation, business model, offering strategy and
“We feel our positioning affirms the strength and vision of our
cloud solutions and next-generation offerings, including the
CSC Agility Platform,” said Steve Hilton, executive vice presi-
dent and general manager, CSC Global Infrastructure Services.
CSC’s independent hybrid cloud services give clients the archi-
tecture best suited to their specific needs, as well as delivering
traditional data center services in CSC’s or clients’ data centers.
The architecture can integrate on-premises data center and
private cloud resources, as well as infrastructure from providers
such as Microsoft (Azure) and Amazon Web Services.
CSC reduced both its energy usage and greenhouse gas
emissions by more than 14% in fiscal year 2016, according to
its annual corporate responsibility and sustainability report,
which details global achievements in key areas.
“Together with our clients and partners, we are committed to
sustainable, forward-thinking business practices that build upon
the momentum for positive social, economic and environmental
outcomes,” said Mike Lawrie, chairman, president and chief
executive officer, CSC.
CSC focuses its efforts in five areas: environment, clients,
employees, community and governance. The company
reported progress in all five categories in FY16. Highlights
include the following:
• Reduced energy use by 14.6%
• Attained zero waste to landfill for disposal of company
electronic waste products
• Achieved 14.3% global greenhouse gas reduction
• Scored 100% on the Disability Equality Index
• Ranked #13 in Best Corporate Citizens for 2016 by
ACCELERATING CLIENTS’ JOURNEY TO THE CLOUD
A LEADER IN GARTNER
MAKING STRIDES IN
6 CSC WORLD | JANUARY 2017
As a lifelong competitive athlete, I think the visual that best
illustrates agility is the “ready” stance: feet shoulder-width
apart, weight on the balls of your feet and knees slightly bent. In
this position you can anticipate the need to pivot. You can step
left, step right, skip backward or forward, instantly and as the
need arises. That really describes the agility cycle.
CTO for CSC Americas
CSC Blog, “Agility: What Is It, and How Do We Get It?”
Can a robot
Robots in positions of leadership can use a set of clear
rules and processes to be good managers. But to lead
requires more than that. It requires one to sometimes
step out of bounds, rise up and inspire others, even in
the darkest of times.
Senior Consultant, CSC
CSC Blog, “Why Artificial Intelligence Will Never Be Smart Enough
to Replace a Good Leader”
Experts inside and outside of CSC are coming to csc.com to make
their voices heard in CSC Town Hall webcasts and our blogs. Here
are some highlights.
6 CSC WORLD | JANUARY 2017
7JANUARY 2017 | CSC WORLD
Consumers, I think, will be receptive to the benefits and
the new relationship with their insurer. Broadly speaking,
insurers and regulators need to consider how to do
[usage-based insurance] better because this is disruptive
and consumers are open to the change.
Senior Consultant, Milliman
Town Hall, “Usage-Based Insurance: Overcoming
Barriers to Adoption”
to the cloud
Companies have become more educated about cloud,
which is removing internal concerns to adoption. And
today’s tools are data-driven. The discovery tools we use
allow us to work with everyone from the CIO to application
owners to help them understand how to migrate.
Town Hall, “Migrating to the Cloud Without the Hassle”
The best data
Raw data includes information like names, preferences,
contact and call center history, purchases, etc., while
derived data is information the company is able to
synthesize based on raw data, such as customer lifetime
value. But the most valuable data is insights generated
from predictive analytics that can tell you a customer’s
propensity to buy, who’s likely to leave or who’s most
profitable to pursue.
Customer Intelligence Business Architect, CSC
Town Hall, “Customer Intelligence: Turning Insight into Action”
The idea that my phone might react differently if it
determines that I am stressed is welcome in a lot of ways.
Maybe the display would change to pastel shades, play
concertos rather than drum and bass or order me a decaf
rather than an espresso.
CSC Blog, “Should Our Devices Know When We’re Stressed?”
7JANUARY 2017 | CSC WORLD
8 CSC WORLD | JANUARY 2017
OF [THE] WORLD ...
we address important
topics of the day, including
globalization, privacy and how
best to measure business value.
This issue focuses on the increasingly
complex and important cybersecurity
landscape, the healthcare industry
technology revolution, NASA’s Jet
Propulsion Laboratory, supply chain,
and travel and transportation.
This issue focuses on our in-country
cloud services across three continents,
as our mission to offer cloud around the
world is just beginning to rise. We profile
new and existing clients moving to the
cloud to test applications, accommodate
peaks in demand and grow business in
As the world’s economies recover from
the global recession, multinational
financial services companies continue to
focus on eastern expansion. In this issue,
we specifically look at how life insurance
companies respond to a growing middle
class in Asia. We explore the evolving
world of mobility, help readers define
their mobile strategy and explore
whether the enterprise is ready for iPads.
This issue features the emerging
market of big data and its growing
implications for business, as well as
tips for success in desktop virtualization
and cloud computing.
CSC’s history at NASA dates back
nearly as far as the creation of the space
program itself. In this issue, we visit the
NASA Center for Climate Simulation,
home to one of the largest contingents
of earth scientists in the world. Plus, we
feature cybersecurity, healthcare and
cloud computing content.
In 2009, in honor
of our 50th anni-
versary, we look back
to April 16, 1959, when
California computer analysts
Fletcher Jones and Roy Nutt
scraped together $100 to start
CSC. By 1961, CSC signed its first
government contract with NASA; by
’65 CSC was the largest IT services
company in the United States; in ’68,
CSC became the first independent IT
services firm listed on the New York
Stock Exchange. The rest, as they say,
9JANUARY 2017 | CSC WORLD
Digital technology has the power
to improve customer experience,
increase productivity and ensure a
competitive edge, among many other
things. We believe most organizations
are now ready and willing to invest in
digital technology, but many wonder
how. In this issue, we explore five key
technology shifts that enterprises in all
industries need to embrace to transform
their organizations: digital applications,
cloud platforms, integrated digital
service management, software-defined
networks and the digital workplace.
NYSE Euronext represents one-third
of the world’s equities trading. But
increased competition and a slow
economic recovery led the company to
reduce costs, modernize applications
and consolidate data centers. In this
issue, Dieter Eisinger, SVP and chief
procurement officer, NYSE Euronext,
talks about his company’s IT initiatives
and strategic partnership with CSC.
In this issue, we explore “Avis Budget’s
Road to Customer Value.” Like many
businesses, Avis Budget had loads of
customer data with no clear way to
analyze it. But then the company added
a new marketing science organization,
a new customer value model, and a new
marketing campaign and technology
toolset powered by big data.
We explore in this issue the key to
surviving and thriving in today’s
innovation economy: Effectively
managing the two sides of the
“disruption” coin. We take a closer look
at how innovations become disruptions
when they displace existing technologies
or business models. Think of PCs
disrupting minicomputers, or digital
photography disrupting film.
After a historic merger with Wachovia,
Wells Fargo undertook several end-to-
end process improvement projects to
bring the two companies together. In
this issue, we go inside the bank’s post-
merger transformation. Plus, we explore
how teleservices is shaking up healthcare,
the value of enterprise hybrid clouds,
the latest big data and IT trends, and
application testing and sourcing.
The healthcare industry is entering
a world of great opportunity and
tremendous risk. In this issue’s cover
story, we hear from Intermountain
Healthcare, a nonprofit health system
using innovative technology to improve
care and cybersecurity. Plus, we
explore enterprise clouds, 3D printing,
biometrics and more.
A global community of consumers
armed with mobile devices is redefining
the relationship between customers
and banks. In this issue, we examine this
“connected consumer.” Plus, we explore
climate data analytics, cloud computing,
biometrics, utilities-industry success
stories and more.
Explore the CSC World archives at
10 CSC WORLD | JANUARY 2017
How Digital Technologies
Are Translating into
Operational excellence. Customer intimacy. Product
leadership. These values have influenced strategic
plans crafted by countless companies around
the world for decades. And these values still
matter — a lot. But there’s an underlying
discipline that companies must now master
to achieve any of them. To innovate, serve
customers or work more efficiently than
competitors, a company today must also
be a digital leader.
WHAT MAKES A
10 CSC WORLD | JANUARY 2017
11JANUARY 2017 | CSC WORLD
So what, exactly, makes an enterprise a digital leader? A 2016
survey by the Economist Intelligence Unit (EIU), sponsored by
CSC, canvassed more than 500 CIOs and other senior executives
at companies around the world to better understand the links
between digital technologies and strategic success.
While the study shows that investments in technologies
such as cloud and mobility are escalating, only a select few
companies have begun to unlock the full business potential
that lies in today’s information technologies and have become
fully digital across all major functions. These digital leaders, the
survey shows, report better financial performance than their
competitors. They’re also better equipped to deliver on those
key value disciplines.
Characteristics of digital leaders
As the survey reveals, companies report a wide range of
progress on the digital journey. While many factors can be
counted, three elements have a clear influence: who controls
IT and its budget, how IT is perceived in the organization, and
the specific investments a company has made over the years.
At digital leaders, a larger share of CEOs set IT strategy. In the
survey, 44% of respondents from companies categorized as
digital leaders indicated that the CEO is the primary driver of
IT strategy, suggesting that these companies place additional
emphasis on the importance of technology in achieving
Another clear indicator is the regard that digital leaders have
for IT’s contribution to the business. At a rate of two to one
(51% to 25%), respondents at digital leaders — versus at other
companies — said IT is crucial to meeting business goals.
IT budgets are a different matter. Control of the IT purse
strings seems to be in flux. Currently, IT has more control over
its budget at digital leaders than at the average company,
which may signal a more unified digital strategy. But even
among digital leaders, IT budget control is waning, as business
units purchase a larger share of cloud solutions, Software as a
Service (SaaS) and other resources without involving IT.
Digital leadership breaks down barriers and penetrates silos,
leading to a greater degree of corporate integration and
collaboration. While companies in this survey report greater
collaboration as a whole, more than three-quarters continue
to struggle with internal barriers to communication and
Industry Focus: Insurance
Insurers now have the opportunity to harness new
technologies and vast amounts of data to better serve
customers, tap new markets and attain greater levels
of efficiency. Indeed, the success of direct-to-consumer
insurers with digital models has forced other personal
lines companies to respond. Life insurance companies are
using digital tools to introduce more opportunities for
customer engagement between the time a policy is sold
and when a claim is made. Ultimately, both personal and
commercial lines companies are recognizing the value that
technology can provide in allowing them to underwrite
more effectively and to operate more efficiently.
Over the next 3 years, insurance executives say they
expect to be entirely digital in greater numbers than other
respondents in functions such as strategy, finance and
customer service. Budget constraints are the largest barrier
to meeting their IT goals, followed by a perceived lack
of vision at the corporate level about IT’s role in meeting
strategic goals. Still, insurers are overwhelmingly confident
in IT’s ability to support business strategy in the coming
years, with 88% of them confident in IT’s ability to deliver
on both technologies and capabilities.
“We’ll see more change in our
industry in the next 10 years than
we’ve seen in probably the last 100.”
— Chris Baker
CIO, San Diego Gas & Electric and Southern
California Gas (affiliates of Sempra Energy)
Digital leaders excel at using IT for improved collaboration
in areas such as organizational integration, information
sharing and digitally driven operations because their
functions are entirely digital. Results show that they outpace
other companies on organizational integration (28% say
these functions are somewhat or entirely integrated) and
collaboration (93% share information somewhat or
Progress made, but work remains
Digital technologies and business strategy are aligning
in virtually every company, and most expect to become
more globally integrated and better at information sharing
over the next 3 years, the survey shows. But even among
digital leaders, technology investments alone won’t make
a company digital or sustain its digital edge. A number of
37%of digital leaders reported
fiscally outperforming competitors. Only
11% of other companies reported the same.
12 CSC WORLD | JANUARY 2017
Industry Focus: Banking and Capital Markets
Technology investments in banks and capital market firms
are heavily influenced by privacy, security and regulatory
compliance. As such, these companies are significantly
ahead of other companies in current use of the private
cloud (98% to 58%) and expect to increase their use of this
technology more often than others (46% to 24%). Despite
their high profile as cybercrime targets and the burden of
regulatory compliance, banks and capital market firms trail
other companies in spending on cybersecurity tools, with
just over a quarter investing in these tools, compared with
one-third of other companies.
Money is not expected to be a constraint for most banks
and capital market firms. However, they are struggling with
developing and finding the IT talent they need, as 39% of these
respondents cited talent acquisition as a barrier to success,
compared with 27% of those at firms in other industries.
“It’s no longer enough to be a good
technologist. Now you have to
bring a strong understanding that
technology is the business.”
— Rob Reeg
President, Mastercard Operations and Technologies,
1 in 7respondents indicate
their companies will reduce the use of
13JANUARY 2017 | CSC WORLD
Industry Focus: Healthcare
In the face of myriad changes in the healthcare industry,
executives recognize how crucial digital technologies
will be. Healthcare organizations more often than other
companies indicate that they will increase IT spending
somewhat or a lot in the next 3 years (62% versus
52%) — supporting the finding that IT is a cost of doing
business, not a differentiator. Investments are expected
to include building capabilities and technologies to
enable operations through the use of new software
development platforms, greater mobility and attention
Consumers’ demand for more transparency and better
service is driving investment in apps and online tools.
As new technology-enabled care delivery causes further
re-examination of business models, executives will need
to invest in platforms that can support practitioners and
patients alike. Healthcare organizations must make these
investments and others just to keep pace with market forces.
“Implementing mobility wherever
possible is one of the main pillars
of our IT and business strategy.”
— Tayfun Küçük
CTO and assistant general manager in charge of IT,
business solutions, direct banking and transactional
Among the chief concerns companies have, whether digital
leaders or not, is the issue of talent. Companies at all stages
of digital transformation need to find people with the right IT
skills, especially in areas such as big data (38%) and application
modernization (37%). Demand for these skills underscores their
critical role in the enterprise. Data analytics serves a broad
range of needs, from identifying new markets and product
opportunities, to serving customers more effectively and
flagging potential risks. Modernizing applications reflects the
need that companies have to transition core applications onto
today’s more flexible infrastructure.
Despite the talent shortage and other familiar challenges
such as budget, digital leaders are very confident that their
IT function can deliver business results — far more so, in fact,
than their counterparts at other companies. By a margin of
88% to 55%, digital leaders believe in IT’s ability to deliver
critical business results.
From one perspective, many companies still view IT as a tactic
to trim costs. In the EIU survey, 54% of respondents viewed IT
as a way to improve day-to-day efficiencies, compared to a
quarter who view digital technologies as a way to compete with
new all-digital companies.
On the other hand, many companies are clearly transitioning
from legacy technologies to emerging ones. Mobile and cloud
investments will rise, while money spent on PCs and on-premises
servers will fall. Proprietary software, once considered a
competitive difference maker, is being supplanted by cloud-
based solutions that companies now consider a basic need.
The upshot is this: Companies are going all-digital, whether
by design or default.
Those who view IT strategically are among the digital
leaders. Digital leaders see broader opportunities, prioritizing
investments in the public cloud, in collaboration software and
in cloud-based application services. Further, 63% of digital
leaders indicate that they plan to increase their overall IT
spending somewhat or significantly in the next 3 years,
compared with 52% of other companies.
This statistic seems to point out another important, if subtle,
defining characteristic of digital leaders. In addition to their
ability to deliver on key values, digital leaders also have a
positive outlook on their company’s role in its industry and
on its ability to compete effectively.
Digital leadership, it seems, is also the key to confidence.
Why go digital?
14 CSC WORLD | JANUARY 2017
How IT executives and non-IT executives
see the future of digital transformation
A recent survey by the Economist Intelligence Unit, sponsored by CSC, explored the views of global business leaders — both
senior IT management and non-IT executives — on what IT is getting right as companies move down the path of closer alignment
between business strategy and digital technologies, how companies are managing IT, and the expectations for IT’s role in driving
IT executives and non-IT
executives most often say
either the CIO or CEO is
leading the strategy:
37% of CIOs and
other IT executives
see IT as crucial to
goals, and 23% of
executives in other
IT executives and non-IT executives agree that central
IT most often controls at least some budget, and they
acknowledge the role of business units:
Central IT Dept
But a third of executives
outside IT say so as well.
IT executives more often say
their functions are mostly or
Functions range from strategy to manufacturing to IT.
16 CSC WORLD | JANUARY 2017
1.RECONFIGURING THE ENTERPRISE FOR THE 21ST CENTURY
If your company has already adopted 21st century technologies — cloud, software-
defined networks, big data analytics, etc. — congratulations! Now comes the hard
work of rethinking how your enterprise operates in this new era with these new tools.
2017 will be about embracing agile principles that allow for shifting priorities; empow-
ering employees with “small-team” mentalities that drive innovation; and using data
to put the right information at the right time in front of every single employee. In
short, it’s about changing … everything.
And guess what? That reconfiguration starts at the top. Executives will need to be
substantially more digitally savvy to do this well — putting in effective guardrails to
guide their organizations, rather than slowing progress with red tape and bureau-
cracy. Time for a training session, perhaps? (Read more about becoming a 21st
century enterprise, on page 48.)
2.RISE OF THE INTELLIGENT MACHINES
Something amazing happened in 2016 that may have slipped through
your Twitter feed: Artificial intelligence beat a human expert at
the highly complex, intuition-based game of Pokémon Go.
The event signaled a growing awareness that technology is
becoming better at “people tasks” than are actual people. In many
cases, machines can outthink us, integrate broad information sets,
find correlations and predict best possible outcomes.
What does this mean for business? Meet your new employees!
In 2017, intelligent machines will be coming to the workplace — to the board-
room, to the physician’s office, to the factory and beyond. We’ll be looking for
these information purveyors to improve outcomes, innovation and enterprise
productivity — and the workplace will be forever changed by their rise.
Technologists tend to have one eye firmly focused on the future, convinced that
there is always a better, faster, more effective way to solve today’s challenges
and that technology can help us achieve it.
CSC CTO Dan Hushon offers his thoughts on 2017, naming six IT trends to his
“must-watch” list for the year. He predicts a business world that is less hierarchical,
more innovative, better connected and more accepting of emerging technology.
17JANUARY 2017 | CSC WORLD
3.MATURING OF IoT AND THE INDUSTRIAL INTERNET
Bold prediction: Every manufacturer and service firm will have an Internet of Things
(IoT) strategy by the end of 2017. Why? Because enterprises are starting to realize
how valuable IoT data is for improving supply chains, service capabilities, customer
experience, partner relationships and more.
In 2017, enterprises will be looking to invest in platforms that make it easier to
incorporate IoT in the overall business strategy, Hushon says. When combined with
sensor-based devices, the emergence of 5G networking and the Industrial Internet
(the tools that bring it all together), IoT data can be used to improve the business
and productivity. Now, that’s worth the investment.
4.EMERGENCE OF THE SINOSPHERE
AS AN INNOVATION LEADER
Those who orbit Silicon Valley may discount the innovation happening in the rest
of the world. But that could change in 2017, as tech companies in the Sinosphere —
the East Asian cultural sphere historically influenced by China — emerge as possible
competitors to the Silicon Valley crowd.
The region invests heavily in mathematics, science and computer education. It’s also
experiencing a bit of a renaissance due to a growing cultural acceptance of risk.
The countries have large, unique populations that make up a huge marketplace.
Accompanied by technical resources and a surge in innovation, the Silk Road of
history may play a more prominent role in markets closer to the Silicon Valley galaxy.
5.NEXT WAVE OF DIGITAL INTERFACE:
VIRTUAL AND AUGMENTED REALITY
Who didn’t catch Pokémon Go fever in 2016? The augmented reality game thrilled
players and brought to life the great potential of virtual and augmented reality
(VR/AR). 2017 will be the year these game-changing technologies move more
aggressively into the workplace.
Expect VR/AR pilot projects to turn into established tools that can aid workers in fields
as diverse as travel and transportation, manufacturing, healthcare, public sector, retail,
training and more. Hushon expects these tools to advance in the months to come and
increase productivity as they are adopted. Get your devices ready!
6.INCREASED ADOPTION AND
SIMPLIFICATION OF CLOUD PLATFORMS
“Business is cloud bound” — that’s so 2016. What’s “in” for 2017 is increasing the
pace and extent of cloud adoption while making it easier for the enterprise to
In talking to business leaders, Hushon hears many describe an 80/20 plan for the
years ahead. They expect to migrate 80% of their operations to the cloud by 2020,
a remarkable shift in perspective from just a few years ago.
The massive growth in cloud use may increase competition and consolidation
among providers, forcing them to distinguish themselves through simplicity,
automation and functions of agility, analytics and cognition computing. As a
result, the cloud of 2017 — and beyond — will be easier, safer and cheaper for
Learn more at csc.com/2017.
HOW DID CTO DAN HUSHON’S
2016 PREDICTIONS WEATHER
THE TEST OF TIME?
LET’S TAKE A LOOK!
No question, 2016 was
the year of contextualized
information. We saw it
guiding presidential elections,
enterprise decisions and
beyond. And the trend is
only ramping up.
The threat landscape
certainly expanded in 2016,
and cybercriminals took full
advantage of it with major
attacks that may have even
played a role in the U.S. presi-
dential election. Business is
scrambling to catch up.
API economy is strong
Couldn’t be stronger. “We’ve
seen companies reinvent
themselves under their APIs,”
CIOs partner to bring
IT continues to be an integral
partner of the business — not
an adjunct but core to the
2016 saw the historic merger
of Dell and EMC. The consoli-
dation answered market
demand for more standard-
ized, agile platform solutions.
At CSC, we call this approach
Modern Platform and see it
being a promising area in
2017, as well.
18 CSC WORLD | JANUARY 2017
7 THREATSto the
by Christine Neff
With technology now crucial to all aspects of business, organizations
must find ways to build strong relationships between IT people and
their colleagues in the rest of the enterprise.
In an attempt to resolve this age-old problem, the role of business
relationship manager (BRM) has emerged. At some companies this is
a dedicated role, while other organizations task everyone in IT with the
important work of collaboration. With either approach, some organizational
challenges can hinder the success of the BRM function.
Dr. Robina Chatham, a research associate at CSC’s Leading Edge Forum, describes
seven cultural challenges that can have a negative impact on the work of BRMs in an
enterprise — and how to overcome them.
1. INCONSISTENT MESSAGES
As go-betweens for IT and the other business units, BRMs often receive
conflicting messages about priorities and constraints. “On the one hand,
a business unit may be given to believe that IT should be able to deliver
anything that is wanted, whereas the message given to IT is to work
within a limited budget,” Chatham says. Successful BRMs will seek to
resolve this conflict by asking for clear direction from the very top
of the organization. They will promote a culture of open and candid
conversations and prioritize demand according to business objectives.
2. DIFFICULTY COLLABORATING
Beyond having the tools to collaborate, employees
need the will to share ideas and work toward a
common goal. Unfortunately, that doesn’t always
happen. “Employees must be generous with their
time and resources and be prepared to sacrifice
departmental advantage for the greater good of the
organization as a whole,” Chatham says.
3. FEAR OF FAILURE
Success today relies on innovation
and forward thinking — and that
often requires taking a risk. When
employees are afraid to make a
mistake or do something wrong,
new ideas can be stifled, Chatham
says. “You need a culture where
there is no fear of failure and
where mistakes are viewed as an
opportunity to learn,” she says.
18 CSC WORLD | JANUARY 2017
19JANUARY 2017 | CSC WORLD
OF SUCCESSFUL BRMs
Not everyone is cut out to be a busi-
ness relationship manager (BRM). In
fact, some of the most high-achieving
IT employees have trouble mastering
this role. Dr. Robina Chatham of the
Leading Edge Forum offers these five
traits of successful BRMs:
“You need to exercise a degree of
humility in dealing with people, but
this needs to be coupled with a
fierce resolve to make a difference,”
A likable personality can help BRMs
develop important business relation-
ships. We tend to listen to and spend
more time with people we like and who
give us energy than with people we
don’t like and who drain us of energy.
A successful BRM needs a positive,
With technology advancing at a crazy
pace, BRMs need to always be open to
change and curious about what’s next.
BEING A MISFIT
The oddball, the outsider, the generalist,
the person who doesn’t quite fit in — he
or she might make an ideal BRM.
Read the Leading Edge Forum
report, Raising IT’s Game
Through BRM, at
While many organizations are saddled with these
seven challenges, they can be overcome. Chatham
recommends opening employees’ eyes to the cultural
roadblocks by recruiting a small, catalytic group — at
first — of people willing to challenge the status quo,
authority and accepted wisdom.
4. THE IT STEREOTYPE
IT folks are a little geeky, too analytical and more
comfortable with computers than with people, right?
Well, even though that’s not true, BRMs should make
a conscious effort to dispel the myth by emulating
the behavior of their business partners, Chatham
says. “It’s about being seen first and foremost as a
businessperson who just happens to be focused on
IT-related matters,” she says.
7. LACK OF DIVERSITY
Enterprises can fall into the trap of hiring
and promoting people who seem to
be “clones” in terms of their personal
backgrounds, job experience and person-
alities. Doing this can limit innovation, as
employees look at problems through the
“same set of eyes,” Chatham says. Instead,
organizations should strive to build teams
with people from diverse backgrounds, work
history, cultures and so forth. “The more
diversity you have, the more likely you are to
come up with great ideas,” she says.
5. LITTLE ACCESS
TO BUSINESS PARTNERS
Having the right people on your side can make all
the difference to the success of a project, but this is
sometimes easier said than done. BRMs may have
trouble getting access to the right leaders, especially
if that person has a higher title or status, Chatham
says. “If you don’t have that access, you might not be
able to get your job done,” she says. This poses more
of a challenge in the United States than in the United
Kingdom, according to Chatham’s research.
6. ELEPHANTS IN THE ROOM
A challenge that’s more common in the United Kingdom than in the United States is a
desire to avoid “taboo” subjects or forbidden conversations, even when those issues
desperately need to be discussed. “We end up having elephants in the room: zones of
uncomfortable debate,” Chatham says. BRMs must learn to raise issues in an acceptable
way — depersonalizing them can help — to solve problems and facilitate change.
CHRISTINE NEFF is a content
editor with CSC’s global
20 CSC WORLD | JANUARY 2017
DIGITAL PATIENT JOURNAL
in Denmark An ambulance arrives at the scene of an accident. Paramedics
rush to assist an injured pedestrian. They assess vital signs —
heart rate, blood pressure, oxygen saturation levels. They load
the patient into the vehicle and race to the hospital.
In emergencies like these, time is critical — and errors can
But until recently, ambulance crews in Denmark faced
significant challenges. Paramedics used pen and paper to
record patients’ vital signs. And they had to communicate
with the hospital by telephone.
That has changed with the implementation of Pre-hospital
Patient Journal (PPJ), a digital tool used to record and
communicate patient conditions from that very first encounter.
The project, which was designed, integrated and delivered
by CSC, has been adopted throughout Denmark and is
improving patient outcomes.
21JANUARY 2017 | CSC WORLD
Saving time and lives
Formerly, when treating patients at the scene and on the way
to the hospital, Danish paramedics documented vital signs
and patient conditions in a handwritten journal. These notes —
recorded during a very hectic time — were often unreadable.
With the digital PPJ, the ambulance team can communicate
directly with doctors and nurses at the hospital. Paramedics
key in vital information while on the way, and data from the
ECG monitor transfers directly to the PPJ via Bluetooth.
Hospital staff can access this data in real time, and the mobile
team can access medical records from the field, preventing
major errors, such as giving medication that might cause an
“The [PPJ] solution has solved a number of different daily
challenges,” says Jan Lindberg, AMK control center director in
the region of North Jutland. “One of them is the registration
of information about the patient from the moment you arrive
at the patient until the patient is at the hospital. In some
situations, there is both an acute ambulance doctor and an
ambulance [crew] involved in the treatment of the patient, and
with the new prehospital solution, both the ambulance doctor
and the paramedics are able to write in the same journal. And
subsequently, at the hospital, you can follow the treatment of
Healthcare professionals have benefited greatly from
the system. “We can see when [an emergency crew] has
completed a task and delivered a patient to us at the hospital.
Then we can go into our system and see what happened at
the scene, what were the values, what happened before the
patient arrived and so on,” says Dorthe Kragelund, emergency
The PPJ also lets healthcare professionals evaluate and
transmit a patient’s condition ahead of arrival, allowing the
hospital to prioritize care. A status recommendation of “red,”
“yellow” or “green” is made, Kragelund says, depending on
severity. A “red” or more seriously ill patient will arrive as a
“The [PPJ] screen helps me coordinate my patients so I know
[whom] to take in or out of the departments,” she says. “I can
also chat live via the screen with the ambulances at the scene,
so I can tell them ‘Drive to Room 1.’ I can continuously evaluate
what is incoming and what to prioritize now and later. It makes
the workflow easier throughout the whole system.”
An example of agile healthcare
The project required a smart, sophisticated approach,
as Torben Christensen, program manager at CSC, explains.
“It is clearly a complex technical issue to integrate more than
500 ambulances, medical cars [distress cars with doctors]
and emergency helicopters in the whole of Denmark with the
emergency centers that receive the patients.”
Client: Danish Regions
• Lack of digital recordkeeping for ambulance and
emergency medical teams
• Diverse approaches to prehospital care throughout
• Poor coordination between paramedics and
• Implement digital Pre-hospital Patient Journal (PPJ)
• Train ambulance and medical personnel
• Integrate PPJ with hospital systems and
• Optimized patient treatment and data delivery
• Coordinated prehospital care throughout Denmark
• Improved patient outcomes
Learn more at csc.com/healthcare.
To accommodate the unique needs of five distinct regions
and ensure success with implementing a common system,
Christensen says, “CSC has facilitated a process where
the regions are involved to meet diverse needs in the new
common solution. Now it is the same solution in every
ambulance, no matter where you encounter it in Denmark.”
The PPJ, described as “intuitive” and “user friendly,” is the first
system that unifies the approach to what Denmark calls
“The best thing about the system is the raising of the patient’s
safety,” says Mads Kjær Nielsen, paramedic at Region North
Jutland. “It is easier to create an overview of the state of
the patient. It eases the medical treatment. It eases the
conditions in the transition of vital information to the receiving
departments, and overall, the registering of the complete
patient progress is much easier and more streamlined now
than it was before.”
In addition to designing and delivering the solution, CSC
led the cooperative efforts of five companies involved in the
work, and it now supports the customer operations center as
a managed service, 24x7. The client expects to call on CSC
for future improvements. “We already have ideas for new
functions to implement in it, and I am totally confident that
CSC will be part of the advanced expansion for the coming
years,” Lindberg says.
22 CSC WORLD | JANUARY 201722 CSC WORLD | JANUARY 2017
Life sciences companies are pulled in all directions. They must stay abreast of complex regulatory devel-
opments that affect their entire product life cycle. They must innovate to grow. And they must embrace
digital technology and the disruptions that come with it — the new ways of thinking, collaborating and
engaging with partners, affiliates and health authorities.
With so many demands on time and resources, business leaders want to procure compliant technology
and proficient personnel efficiently and cost effectively. Business process services (BPS) can meet those
needs. BPS spans strategic consulting, business process development, technology expertise and document
analysis — right down to the preparation of regulatory documents.
Here are three scenarios in which BPS takes life sciences companies beyond simply partnering for
submission document management and toward achieving true transformational change.
by Michelle Gyzen
FOR BPS SUCCESS IN LIFE SCIENCES
Life sciences leaders must sustain a delicate but critical balance between
run-and-maintain and build-and-grow.
The industry’s global nature means that companies will likely have products in regions where the
primary focus is on life-cycle maintenance, and systems and data centers must be properly resourced.
On the other hand, companies must also manage times of constraint, while ensuring that the business
doesn’t falter when challenges arise. BPS lets companies not only maneuver the overflow from multiple
regulatory activities, but also engage SMEs to improve processes.
Regulatory departments are particularly subject to the peaks and troughs of global submissions, with staff members
underutilized for some periods and overtaxed at others. BPS helps fill those gaps.
Scenario 1: A midsize pharmaceutical company with a focus on pioneering pain management underwent
significant corporate cost reductions, taking its regulatory department from 18 people to five. As this occurred
during a period of increased regulatory submission demand, the loss of expertise made it difficult to meet
those demands. Choosing a BPS partner that could support significant increases in workload was a priority.
The company selected a robust document management system and a cloud-based solution to flexibly manage
electronic document submissions and allow both its staff and its BPS partner to perform publishing and
quality control. By selecting a partner with follow-the-sun capabilities, the company took advantage of
both onshore and offshore capacity to effectively manage its workload.
22 CSC WORLD | JANUARY 2017
23JANUARY 2017 | CSC WORLD 23JANUARY 2017 | CSC WORLD
Life sciences companies of all sizes are trying to cut costs while delivering higher-quality
outcomes. Company growth and divestments occur frequently, often creating situations where
companies are growing rapidly, changing direction, or trying to integrate new businesses or products —
all with fewer people.
Small innovative companies with little regulatory expertise might be focused on getting a product
through research and development and approval, and must remain lean to attract buyers or
partners. Larger companies might focus on diversification and reinvention, while having a partner
handle the day-to-day activities involved in getting submissions out the door. BPS lets companies
grow, at whatever stage they are, without having to add permanent head count.
Scenario 3: A small oncology-focused life sciences company had an investigational
new drug and was preparing its first electronic submission to the FDA. Its small
regulatory group had no publishers in-house, no tools to leverage an electronic
submission and no expertise to manage the process properly.
With a BPS partner, the company gained access to high-performance
tools, domain expertise and submission-publishing best practices.
Through the partnership, the company has gained a flexible and
scalable model for submissions, allowing it to focus on
value-add and core competency activities.
Change is the one constant. Whether it’s a new product,
new region, downsizing, an acquisition, diversification or
meeting new requirements, life sciences leaders are continually
assessing their ability to manage change.
It’s key to determine what is required to support business change
and how best to respond to an increasingly patient-centric healthcare
marketplace. BPS aligns technology and processes to increase efficiency
and create a productive environment for change.
Scenario 2: For more than 10 years, a small biotech company
with a focus on rare diseases has worked with an outsourcing
partner to handle full submission management to the U.S. Food
and Drug Administration (FDA) and the European Medicines
Agency. At first, the company had a small regulatory group with
no publishing capabilities in-house and no expertise for managing
Electronic Common Technical Documents (eCTD) submissions.
In recent years, the company wanted to bring some publishing
in-house and sought help to manage this change through a
software-as-a-service platform and ongoing BPS support.
Thanks to the guidance gained through a long-term part-
nership, the company has matured and changed to the
point that it can now take ownership of publishing
while working with its BPS partner as needed.
The life sciences industry is evolving
rapidly, and today’s healthcare ecosystem
is becoming increasingly complex. By
combining flexible, progressive processes
and technology with deep domain
experience, a strategic business process
services approach can help companies
Learn more at csc.com/bps.
MICHELLE GYZEN is global head of life
sciences business process services at CSC.
23JANUARY 2017 | CSC WORLD
24 CSC WORLD | JANUARY 2017
Many companies that regularly
navigate the challenges of eDiscovery
still suffer significant inefficiencies.
There is, however, a way to eliminate
many of these inefficiencies, while still
by Ed McCracken
25JANUARY 2017 | CSC WORLD
n electronic discovery, as in most things, it’s best to learn
from others’ mistakes. Consider one company’s decision to
handle its own eDiscovery needs. Facing a class action lawsuit,
the firm’s leaders determined, reasonably enough, that an esti-
mated cost of $30,000 for data collection was a lot of money.
They concluded further that they had capable, highly trained IT
staff who could collect the necessary emails and other electronic
files for the lawsuit’s discovery phase. Nevertheless, their decision
cost the company an additional $800,000 to answer a plain-
tiff’s claim of spoliation of evidence. They simply didn’t have the
knowledge or tools to correctly gather and share data in a legally
While larger companies are unlikely to take a comprehensive
do-it-yourself approach to eDiscovery, they are prone to
making similar mistakes — such as thinking in terms of “data”
rather than “evidence,” and involving unqualified individuals in
the chain of custody for that evidence collection and handling.
Just because an act or result may be technically defensible
doesn’t mean it is legally defensible. And even in cases where
companies partner with eDiscovery providers, they are likely
to significantly overspend on the process through lack of
standardized systems and processes.
In many cases, companies leave management of eDiscovery
partners to legal counsel. While that may provide competent
oversight, it can lead to serious inefficiency. One reason is that
law firms in different jurisdictions are likely to partner with
different eDiscovery firms, which means losing the potential
advantages associated with a single eDiscovery partner. More
important, law firms may act without deference to their clients’
budgetary constraints, and a given case can become a black
hole of expense, with legal counsel ordering services without
regard to cost.
In the case of both systems and partnerships, compliance is
typically offered as the rationale for multiple, disconnected
capabilities; and, where there are different jurisdictions, compa-
nies often believe it is prudent to maintain distinct capabilities.
But fragmentation of systems and processes opens the door
to irregular treatment of data, particularly for global companies
whose data may reside in multiple jurisdictions.
In the discovery process, data becomes evidence, and evidence
requires a higher standard of care. Parties to a suit must be able to
demonstrate an unbroken chain of custody of evidence, preserved
in its original state, in a forensically sound manner. This requires
the use of proper tools designed to both preserve the evidence’s
metadata and provide an audit trail from beginning to end.
Too often, data-collection tasks are assigned to IT professionals
who are not forensically trained or certified. It is not unusual
under such circumstances for data to be accidentally altered
or even deleted, and there is a chance discovery will be either
under- or over-inclusive. Well-trained IT staff may properly
encrypt data before sending to an eDiscovery partner, but at any
time during transit it could be intercepted or compromised — or
even simply sent to the wrong address. When the discovery
process reaches across national borders, the risk is even greater.
The right approach
All of these sources of inefficiency and potential error are solv-
able with a single-partner model. With that in mind, here are key
components of an effective eDiscovery solution:
• Single partner. With a single service provider, companies
are able to standardize workflow into highly repeatable
and defensible processes. A single-partner approach also
supports preferred pricing and volume discounting.
• Single system. The right single-database system suite can
provide uniform capabilities with a rich suite of intuitive tools
necessary for conducting eDiscovery in compliant fashion,
with vital integration into relevant client systems.
• Elastic cloud infrastructure. eDiscovery is an extremely
unpredictable process, which can drag on for months or years
beyond expectations — or come to an abrupt end. It would be
hard to find a software capability better suited to a variable
cost, consumption-based approach, which allows a client to
easily scale up and scale down as needed.
• Globally standardized protocols. Global reach means highly
defensible forensic processes, compliant in all jurisdictions. It
also means consistent, repeatable processes to both maxi-
mize efficiency and reduce the opportunity for error caused
• Proven enterprise network. A highly scalable infrastructure
should provide agile configuration as well as control over
where data is processed and stored, and with whom. It should
also include excellent standard security layers and tiered
Those who place eDiscovery in the hands of specialists will signif-
icantly reduce risk and increase efficiency, enabling eDiscovery
management at an enterprise level, and even on a global scale —
all with a single partner.
ED McCRACKEN is eDiscovery offering lead at CSC.
26 CSC WORLD | JANUARY 2017
The key to enabling transformation in
today’s banking industry is to develop
a nimble and efficient reference
At a strategic level, a reference
architecture determines the best
delivery method for specific
technologies within an institution’s
IT infrastructure. It documents the
hardware, software, specifications and
configurations needed to deliver
IT resources in the most efficient
manner, and it provides the
standard for change.
An effective and up-to-date reference
architecture reduces integration
complexity and aligns business
goals with IT. And, when continually
revised and updated, it can position a
financial institution to better address
new regulatory demands and unlock
additional revenue through an
improved customer experience.
26 CSC WORLD | JANUARY 2017
27JANUARY 2017 | CSC WORLD
Embrace an outside-in perspective
An outside-in approach — a corporate mindset that first
looks outside the enterprise for inspiration, expertise and
innovation — can provide a critical forward-thinking per-
spective to a bank’s transformation initiatives.
While inside-out practices will never fully go away, the
key is to blend in-house capabilities and best practices
with an openness to emerging outside-in possibilities.
To do this, a bank’s reference architecture should be
consistent and enterprise-wide, allowing all relevant
areas of an organization to benefit and share the
information and advantages that outside-in
technologies and best practices can provide.
Be open to the utility model
Over the course of reworking a reference architecture,
you may determine that certain non-core functions are
better off outsourced or performed by a utility. Very
few institutions in any vertical excel at everything.
Operational tasks that are not core competencies can
be outsourced to third parties that specialize in a given
area. This can help streamline operations and release
additional resources for core functions and for innovation.
Take advantage of new data
With the rise of ubiquitous connectivity and the increas-
ing use of social media, more personal information is
available about consumers — much of it freely accessible
in online databases. By tapping into this information,
banks can improve the way they interact with their
current and potential customers.
Turning data into actionable intelligence is far from easy;
companies in all industries struggle with this task. But
with the right architecture, banks can turn consumer
data into insight that can be used to inform and support
intuition and innovative decision making.
Start your transformation now
It can be easy for banks to simply follow the path of least
resistance and leave old systems in place, untouched. But
in a market that requires true transformation, this kind of
“if it ain’t broke” mentality is no longer acceptable. Instead,
banks must start the process of evolving their purpose-built
systems to improve efficiency and match today’s accelerated
No one evolutionary path is right for all institutions. Some
systems may be best switched out, while others may benefit
from more gradual improvement through an outside-in
approach that ultimately leads to delivery as a service. Those
in the earlier stages of transformation may benefit from
external consulting and commercial off-the-shelf software,
which can often replace proprietary legacy systems. Others
might be ready to move to cloud infrastructure or even
native cloud applications and outsourced business processes.
The battle in today’s banking industry is for control of
the customer experience. This software-enabled interface
layer is where value and profit margins now reside. To gain
control of this layer — and, by extension, of the customer
experience — banking institutions require a new business
strategy and a revised reference architecture that aligns
IT resources with new business goals.
The process must begin soon, if banks hope to win against
an increasing number of competitors.
VENKATARAMAN BALASUBRAMANIAN is chief
technology officer for the banking and capital
markets industry at CSC.
To achieve this, banks should follow four key principles:
27JANUARY 2017 | CSC WORLD
28 CSC WORLD | JANUARY 2017
Client: Oshkosh Corporation
• Reliance on 15 different systems and custom
SharePoint sites for IT service management
• Lack of a single tracking and reporting system,
reducing enterprise visibility
• Poor experience for internal customers, with no mobile
access or status reporting
• Centralize enterprise-wide service management with
ServiceNow for 8,500 users
• Create shopping cart experience similar to that of
• Launch mobile app globally
• Reduced 5-year IT spend forecast by $3 million
• Eliminated 36,000 unneeded approvals annually
• Dramatically improved service levels, enterprise
oversight, audit compliance
with IT Service
Specialty vehicle manufacturer
Oshkosh Corporation, maker
of the U.S. military’s Joint
Light Tactical Vehicle, recently
faced a major challenge. The
company was supporting 15
different systems and custom
SharePoint sites for IT service
management, making it difficult
to track and update service
requests from more than
13,000 employees and thou-
sands of contractors in
29JANUARY 2017 | CSC WORLD
Oshkosh Corporation had acquired numerous systems through
business acquisitions, across four main business segments: access
equipment, defense, fire and emergency, and commercial. IT staff
had to work with numerous dated systems to develop spread-
sheets, reducing enterprise visibility and hurting audit compliance.
“Multiple tools were used for tracking work and gave us no
useful reporting,” recalls Greg Downer, the company’s senior IT
director. “The tool enhancements were costly, and 60 IT teams
across 14 global companies had their own processes.”
Today, after consolidating on ServiceNow through the consulting
and implementation services of Fruition Partners, a CSC company,
the IT organization provides centralized, cloud-based service
management. Service is available via mobile devices through a
shopping cart experience similar to that of online retailers.
When Downer first came to Oshkosh, he says, he almost imme-
diately reached out to ServiceNow provider Fruition Partners,
which was acquired by CSC in 2015.
The ServiceNow system they envisioned and implemented is
called OSCAR, short for Oshkosh Service Catalogue and Request.
OSCAR went live over a weekend through a big-bang conversion,
delivering enterprise IT service management in a single system
to all of the company’s organizations. The consolidated system
reduced the 5-year IT spending forecast by $3 million — money
the company can now use for other customer-focused IT projects.
And that’s a significant savings, given the company’s size. In its
fiscal year 2015, the company had $6.1 billion in revenue.
Improved service levels
OSCAR has resulted in a dramatic improvement in service levels,
says Downer. Before deploying the new system, the company
had no mobile capability, online status report or portal. For a
service request, users submitted an email form or created a form
in SharePoint that did not have automated workflow capability.
“When we compared the old workflows to the new, we found
that we eliminated 36,000 non-value-add approvals a year,”
Downer said. “We just had approvals everywhere, and many of
them were not necessary.”
OSCAR now does immediate software distribution for 8,500
users. As soon as a request for standard software is approved
and a package is available, the company deploys it immediately.
There’s no human triage or workgroup or assignment group. The
company receives about 2,000 of these kinds of requests a year,
Other features include single sign-on, a shopping cart experience
similar to online retailers for service requests, real-time chat with
a service desk agent by language and by region, and online, real-
time status visibility for all issues and requests. “We now have
one single portal for all 8,500 users that we support,” Downer
says. “And the deployment of analytics on mobile devices for our
IT management has provided better decision support.”
Expanding across the business
Roughly 30 days after Oshkosh Corporation went live with
OSCAR, employees in Human Resources (HR) came to IT with
quite a few challenges. “They had tons of systems, tons of Domino
databases and SharePoint sites, the way we had in the IT depart-
ment,” Downer says. “They asked if they could put their data in
OSCAR, and we said that is the absolute intent of the system.”
The process is ongoing. Downer says HR has about 18 months
of process work to do before the department will be ready
to automate. The IT department faced a similar time frame; it
took about a year before OSCAR went live. “The technology
was there, but we just had a ton of workflow processes to get
through internally,” Downer explains.
Rolling out OSCAR across other areas of the business will require
working through many workflow challenges. Downer hopes all
departments, from Facilities to Legal to Purchasing, will work
closely with Fruition Partners to use OSCAR.
“The accelerators and intellectual property that Fruition Partners
invests in are everything to us,” he says. “That helps us move
faster and avoid common pitfalls, which is the true definition
of consulting. Other companies claim to have accelerators, but
they are not as sophisticated and mature as Fruition Partners’
practice at CSC.”
Images courtesy of Oshkosh Corporation
30 CSC WORLD | JANUARY 2017
Media companies once relied on darkrooms, printing presses,
videotape and antennas to create, archive and distribute
content — but the technology available to today’s media
provides much richer opportunities to collaborate and create,
A YouTube star can shoot a high-quality video with her smart-
phone in the comfort of her home, edit it with user-friendly tools
and upload it to an audience of millions in a few short hours. A
reporter on the beat in a war-torn country can publish a story
and respond to reader comments and questions via social media
from half a world away.
The possibilities are amazing — but they’re not yet endless.
Far too many organizations are behind the times when it comes
to the digital workplace. These enterprises may have data siloed
in inaccessible systems, applications that fail to communicate
with each other, and security policies that can’t accommodate an
outside-in approach to work.
For content producers, those lags result in lost productivity.
For businesses, they result in poorly enabled employees, talent-
retention issues and ultimately, missed revenue opportunities.
To empower employees, engage with audiences and realize revenue
potential, media companies must perfect the dance of co-creation
among producers (photographers, journalists, videographers,
filmmakers, citizen reporters), editors, vendors and audiences —
wherever they are and whenever they feel like dancing.
The good news is that digital technologies — modern platforms,
applications, networks, clouds and security tools — make it
entirely possible to build this type of work experience.
Here’s what that experience might look like:
• Simplified access to information: Employees should be able
to access applications and information from various physical
and virtual devices, both inside and outside the firewall. But
this can create challenges for IT in protecting enterprise secu-
rity while enabling access. One solution enables identity and
resource access controls through enterprise security systems,
providing a gateway to both privately and publicly hosted
applications and information.
• A collaborative experience with centralized controls:
Controlled collaboration improves productivity and, especially in
this industry, creativity. The right tools will break down barriers
of location, data, systems compatibility and access control.
• Enabled end users: Self-service is the primary driver of digital
applications. End users should be able to access, install,
configure, use and retire applications whenever necessary.
• Personalized experiences for each role: Solutions should
focus on the employee and their job requirements, as these
factors dictate access to certain tools and information.
Enabled employees are productive employees and, better
yet, creative employees.
As media companies confront the myriad pressures to
compete in the digital marketplace, it’s imperative that their
enterprises empower employees and retain talent in the produc-
tion of high-quality, cutting-edge products, while attracting new
audiences and driving revenues. By making collaboration quick
and easy for producers, wherever they may be, technology can
spur innovation, creativity and success.
SCOTT DRYBURGH is CSC’s industry lead for media.
by Scott Dryburgh
COMMUNICATIONS, MEDIA AND HIGH TECH
31JANUARY 2017 | CSC WORLD
The airline industry has made momentous advancements in recent
years. The planes are top notch, and services are better than
ever. Passengers on some planes can now watch their favorite TV
shows and log on to Wi-Fi while reclining in an ergonomic seat.
But the industry hasn’t yet figured out how to transfer that
positive experience to outside the plane. The process of air travel
continues to be challenging, often frustrating and open to
unexpected inconveniences for travelers. In the Age of the
Consumer, this approach simply doesn’t fly.
In a lot of ways, the technology needed to improve the transit track
wasn’t up to the task. But with the Internet of Things (IoT), mobile
devices, ubiquitous Wi-Fi and modern business processes, airlines
can now usher customers through that end-to-end travel journey in
a way that improves the overall experience. They can pull together
an ecosystem of service providers that can communicate with each
other and with customers through new, connected channels.
Imagine this scenario: A weather event results in delayed and
canceled flights. Airline staff scrambles at the gates, trying to
respond to passengers and help them find alternate routes to
their destination. Tensions are high, and customers are not happy.
A service agent whips out a secret weapon: a mobile tablet loaded
with an application that provides real-time visibility into customers’
location and travel data. Knowing exactly where a million-miler is
waiting, she walks into the rewards lounge and calmly asks to speak
with “Mr. Smith,” pulling his profile up on the device.
“I see you were headed to Chicago. As you may be aware, your
flight has been canceled. I have an open seat on our flight to
Midway boarding now at Gate A5. Can I make that change for you,
and send a map to your phone to help you get to the gate? May
we arrange a car to drive you to your original destination, O’Hare?”
Before a grateful Mr. Smith can even say “Thank you,” she adds, “I
also sent a complimentary drink ticket to your airline app so you
can relax with your favorite Chardonnay.” Sound too good to be
true? I bet Mr. Smith thinks so. And I bet he continues being a
valued customer of the airline.
By connecting applications, data and services from the airline, the
airport, the airport vendors, IoT, sensors and a variety of sources,
airlines can create this personalized and helpful mobile experience.
And they know they have to. According to Atmosphere Research
Group, airlines rate their mobile apps as their fifth most important
customer service channel today, but they anticipate mobile
becoming the most important channel by 2021.
With the rich data generated by a platform like this, service
providers can learn about customers’ preferences and behavior.
Aggregated data can be analyzed to drive insights and help
business leaders make better decisions about inventory,
operations, staffing and more.
Best of all, the industry can improve on and truly own the full
experience, turning passengers into smarter, happier travelers.
PAUL WAGNER is industry general manager for travel and
transportation at CSC.
TRAVEL AND TRANSPORTATION
TRAVELby Paul Wagner
The industry is ready for
a digital app ecosystem
that can improve the
Learn more about CSC’s Time Traveler
offering at csc.com/timetraveler.
32 CSC WORLD | JANUARY 2017
“Digital Darwinism” is a popular term in
business today, summarizing the impact
of technology on enterprises, industries
and countries, while subtly implying the
consequences for those who fail to adapt.
Also, it’s a trap. While this media-friendly
euphemism neatly packages the idea,
it doesn’t go far enough to convey the
scope and urgency of change in today’s
to SurviveDigital Darwinism
by H. Sean Ross
33JANUARY 2017 | CSC WORLD
Evolution, scientist Charles Darwin said, is the small,
steady accumulation of evolutionary traits. IT, however, faces
multiple waves of change all at once: a) the dramatic rise
of inexpensive computing power, storage and fast network
speeds; b) compression-driven virtualization and software
automation throughout the IT stack; and c) disrupted
economic levers signaling unprecedented change in
traditional business models.
As in nature, the most agile businesses are the fittest. The
companies that are destined to survive and thrive can envision
their “great change,” as well as the intermediate steps needed
to achieve it. They have the ability to make rapid adjustments
to create a lasting and sustainable business. Here are four
strategies to avoid falling victim to Digital Darwinism.
Put people first
People issues should get front-and-center
attention in every large-scale technology
transformation. Cloud migration projects,
in particular, broadly impact IT staff.
For example, platform engineering is a function typically
replicated across the enterprise. In the new cloud operating
model, platform engineering is consolidated into a single
team that provides services to all business units.
As the company leverages new technologies, it needs less brawn
and task management, and more brainpower and accountability.
But success hinges on the people most affected. Leaders must
communicate the business vision for the organization, make a
genuine, pragmatic and empathetic case for the need to change,
and strike a healthy balance between fear and excitement when
discussing the consequences of inaction and the opportunities
that change presents.
Target the right opportunities
In our experience, a frequent cause of
transformation failure is that too many
companies embark on projects that target
existing applications or infrastructure.
This reengineering wastes time and
resources and doesn’t move the enterprise forward or
Consider the life cycle of a virtual machine (VM). It once required
60 to 90 days to provision and hand off a VM to users. Many
of the provisioning tasks were steeped in years of traditional
project-and-approval management, including weeks to define the
network and firewall assignments for each VM. As they moved
toward cloud, many organizations initially tried to replicate that
process in an online system. This was a costly mistake, resulting
in an even lengthier time to provision.
After taking a step back, CSC identified patterns for network
configuration that could make the process transparent to users
of the VM. This created a more reliable network, and it improved
hand-off times by 80%.
Establish lighthouse teams
A core group of stakeholders who have the
skills, ambition and resources needed to drive
change in the business should set the trans-
formation process in motion. These employees
have the staff and the political and financial
resources to effect change. They understand the imperative,
the important business drivers and the necessary skills.
This lighthouse team will learn how to use new tools and
approaches, explore how roles will change in the future and
learn how to function effectively in those new roles. Empowered
with an executive mandate, funding and technologies, these
teams can begin experimenting and producing tangible results
that align with the company’s new strategic direction. They can
collaborate with business unit leaders and key staff members to
make a case for future change.
Begin your journey today
The opportunities presented by today’s cloud
operating model, rapid-development tools and
the automation of hybrid cloud management
are exciting, daunting and essential. Companies
that adopt these next-generation technologies
equip themselves with a new foundation for success. Those that
do not, face a difficult and dangerous future.
The impact of these changes is enterprise-wide, and for the IT
department, it represents an entirely new way of doing business.
Roles shift. Consolidation occurs. New skills and mind-sets are
required. The shift to a digital operating model is not an easy
transition to make, but it is absolutely essential in the survival
of the fittest.
It’s a journey we at CSC have experienced many times with our
clients and in our own business operations, which are constantly
evolving. Many of our traditional offerings have evolved into
new, digital offerings, such as our hyperconverged and software-
based CSC Agility Platform™. We’ve integrated our digital
service management offerings, retrained our teams and created
new positions — all with the goal of empowering our clients’
H. SEAN ROSS is a global leader for cloud professional
services at CSC.
34 CSC WORLD | JANUARY 2017
by Jerry Overton
34 CSC WORLD | JANUARY 2017
35JANUARY 2017 | CSC WORLD
Many large enterprises realize that their data can give them
rapid, useful insights for implementing changes that will benefit
their business. But as the volume of data grows, it becomes
more difficult for these companies to extract meaning from it.
The solution is industrial machine learning (IML), which can
consistently produce data-driven insights at enterprise scale.
IML can ingest data, build algorithms, deploy them into
production and generate continuous insights into ongoing
A modern twist
IML is a modern take on a very old idea: the scientific method.
Data scientists start with a hypothesis and collect data that
could be useful in evaluating the hypothesis. They then gener-
ate a model and use it to explain the data. They evaluate the
model’s credibility based on how well it explains the observed
data, and continue to evaluate it based on how well it explains
new data collected later. When it comes to discovering insights,
this method works consistently well.
The modern twist uses digital infrastructure to apply this
method in an enterprise, collecting data through a continuous
pipeline and using business algorithms running in production
as the models. Experiments are done in very short sprints that
force data scientists to focus on discovering insights in small,
IML for healthcare
In healthcare, insights about hospital procedures can help
improve patient care and hospital outcomes. We used a data
strategy based on IML to supplement hospital administrative
data with rich information from the healthcare provider, includ-
ing electronic patient records and other routinely collected data.
We looked for features that were most important in predicting
length of stay for patients undergoing hip or knee replace-
ments. We found key leading indicators, such as the patient’s
age, their core healthcare providers and secondary diagnosis.
From these, we built a regression model, which allowed us to
predict how long a patient would stay in the hospital.
Those predictions became the basis of operational dashboards
that alerted hospitals to future costs and helped identify
patients who might experience problems in recovery.
IML in energy
In mining, smart equipment management can save a lot of
money and improve operations. Thousands of factors affect
the performance of complex machines, but by using a data
strategy based on IML, we can monitor operations and predict
machine problems before they happen.
In a study, we found that the main causes of unscheduled
machine maintenance were time spent waiting for other
processes, crew meetings and training. The mining crew tends
to spend downtime maintaining the equipment; it’s helpful to
create a new maintenance category to track and give credit for
these opportunistic maintenance events. Equipment damage
happens after the crew spends a lot of time waiting due to
mine blasting delays: The blasts create dust and, over time,
the dust accumulates in the machinery. We found that some
failures could be prevented just by alerting operations when a
machine logs too many hours waiting due to blasting delays.
While these two examples illustrate the thinking and process of
IML, the technique can be applied to businesses in all industries
as a way to improve data-pipeline management, optimize
applications and networks, enhance security and incident
management, and streamline other tasks.
Potential projects include:
Retail and e-commerce
• Optimizing supply chain
• Managing inventory
• Fueling recommendation engines and real-time, smart
• Enabling 360-degree views of customers
• Enhancing clickstream and social media analysis
• Optimizing ad delivery
Communications and media
• Enabling smart metering and billing
• Optimizing antennas
• Monitoring equipment
• Enhancing fraud detection
• Monitoring risk
• Improving mobile transactions
• Enabling intelligent alerts and notifications
• Enhancing fraud detection
• Improving underwriting and reducing risk
• Enabling dynamic pricing models
There is no shortage of data: Organizations must now produce
reliable, data-driven business insights at enterprise scale, or
find themselves at a serious disadvantage. This is the beginning
of a new phase of big data, one that has little to do with data
capture and storage — and everything to do with producing
understandable and useful insights.
JERRY OVERTON is a CSC Distinguished Engineer and head
of advanced analytics research in CSC’s ResearchNetwork.
BEN BRIDGEWATER, senior principal industry strategist in
healthcare, and REBECCA POE, business manager for CSC’s
healthcare and life sciences research network team, contrib-
uted to this article.
35JANUARY 2017 | CSC WORLD
36 CSC WORLD | JANUARY 2017
WHAT IS IT NOT?
It’s not a database, at least not a traditional one. Data
does not reside in a central location or server. A block-
chain is distributed across a peer-to-peer network and
therefore does not require a central “authority” to store
and secure it.
And it’s not Bitcoin — or at least, not exclusively. “Bitcoin
is just one application of a blockchain and happens to
be a very popular one,” says CSC Distinguished Engineer
Faisal Siddiqi, an architect for CSC Mobile Insurance. The
alternative currency has been influential in bringing the
value of blockchain technology — and its possible
applications — to light.
WHAT ARE THE BENEFITS?
One of the top benefits is trust. Unlike a traditional database, where trusted users must have secure access to a central server,
in a blockchain trust is built into the transactions, which are secured by cryptography functions similar to those that secure
many other types of transactions on the Internet.
Other benefits include transparency (all transactions are visible to all participants) and immutability. It’s nearly impossible to
make changes to transactions in the blockchain without detection, which reduces the chance of fraud and censorship.
Rick Wilhelm, vice president of technology, CSC Global Business Services, also notes the availability and interoperability of
the blockchain. “It’s allowing the transactions themselves to be broadly available for interaction, instead of worrying about the
systems working with each other to pull the records out from a centralized, closely held repository,” he says.
WHAT IS IT?
A blockchain is, simply stated, a distributed data structure,
a digital ledger. Transactions submitted by a network of
users are collected into “blocks.” These are linked into a
chain, with each block referencing the secure hash of the
preceding block in the chain. Thus, the chain is always
growing. The chain is maintained by a peer-to-peer
network of specialized computing nodes, but any user
can access and examine the full ledger at any time.
“It’s a relatively simple concept, and that’s what
makes it elegant,” says CSC Distinguished Engineer
Bill Ohnemus, a principal in CSC’s insurance industry
practice in the Americas.
What You Need to Know
Blockchain has been a hot topic in recent
months, with startups and established companies
alike exploring ways to put the technology to use.
CSC experts see the potential it could bring to the
many industries we serve. Here’s a look at what it is,
what it does and how it could be coming soon to a
business near you.
by Christine Neff
37JANUARY 2017 | CSC WORLD
HOW CAN IT BE USED?
Possible applications run the gamut, from speeding up banking
transactions to improving loyalty rewards programs, from maintaining
wills and land registries to opening up a new way for musicians to
control the sale of their music.
Here are some potential applications identified by CSC experts:
As usage-based insurance for vehicles
gains traction, made possible by
the Internet of Things (IoT) and the
connected car, blockchain becomes a
natural discussion point for enabling the
Martin Bartlett, a chief product architect in CSC’s insurance
industry practice and a CSC Distinguished Engineer, says
blockchain could be used to complete micropayments for a
pay-as-you-go auto insurance model. The telemetry in the car
could record and transmit mileage data, using the blockchain
to charge customers on a per-mile basis.
A blockchain could safely store and share
information that’s commonly held in an
electronic health record, says Siddiqi.
The system could go a step further by
completing insurance transactions based
on the blockchain.
“It bothers me that when I go to the doctor, there’s very little
transparency. The authority [to use my data] is all over the place,
and there’s no easy way for me to get permission to use my own
data,” he says. “Blockchain could be the solution.”
As the IoT continues to progress in manu-
facturing, enterprises need a central source
for tracking and maintaining data provided
by multiple vendors in the supply chain.
Wilhelm sees blockchain as a potential option.
The technology, he says, could be used to capture and store data
in the cloud, so multiple parties can gain visibility to a shared
view of part, component and assembly data as manufacturing
and logistics advance and obstacles are overcome.
With biometrics and other technologies
shifting the realities of identity authentica-
tion, blockchain seems an intriguing next
step in the evolution.
Ohnemus describes the potential to create a “digital identity”
that, once verified, creates a permanent history of a person’s
transactions. “Once you build that initial block that contains your
identity, it should be immutable and something you can use to
As CSC experts and others continue to imagine, investigate and
bring to life blockchain-based applications, it’s clear the technology
has the potential to bring big changes to the world of business —
and the impact will be felt across multiple industries.
CHRISTINE NEFF is a content editor with CSC’s global content team.
38 CSC WORLD | JANUARY 2017
Recognizing the Potential in
CONSUMER AND RETAIL
by David Woodhead Retailers have come to realize that
customer experience is a moving
target. What worked in the past —
brick-and-mortar stores with high-touch
service — no longer meets the needs
of today’s highly networked and time-
strapped consumers. And the demands
of tomorrow may be different from the
expectations of today.
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