Jude Umeh gave a presentation on mobile infrastructure and its role in enabling digital futures. Emerging trends in areas like social networking, context-aware computing, and digital content usage will significantly increase the importance of mobile technology. Infrastructure providers must ensure capabilities are in place to support current and future digital services. Umeh discussed key demand drivers and scenarios, examined perspectives from different stakeholders, and outlined addressing issues and enabling further development of mobile infrastructure.

1. Mobile Infrastructure: Innovating and Enabling
Digital Futures
Jude Umeh
London - July 2011

2. Synopsis & Bio
SYNOPSIS:
Given emerging trends in social networking, context aware computing and digital content usage, it is evident
that the role and importance of mobile technology and infrastructure is set to increase exponentially as time
progresses. Therefore, it has become crucially important for infrastructure providers, service / platform
operators, and their partners, to ensure that the right capabilities are in place to deliver this vital component for
current and future digital services. This talk focuses on various demand, usage and fulfilment scenarios that
are likely to play out in the immediate future for digital content and mobile infrastructure. It examines key
drivers and perspectives from the five key stakeholder groups, common to all digital and mobile service
propositions, and will look to illustrate the role of innovative business models and their impact on the
ecosystem of suppliers, partners and customers. Finally the talk will outline the way forward to addressing key
issues in this domain, and make suggestions to help future development of mobile infrastructure as a key
enabler for digital content and usage.
BIO:
Jude Umeh is a Senior Consultant & Enterprise Architect with Capgemini in the UK, and he enjoys helping to
define future business and technology strategies that shape clients' response to a challenging digital
environment. Jude is a published author, with a book and several articles and whitepapers, on the impact of
digital content technologies. He is also a frequent blogger on Capgemini’s award winning technology blog.
© 2011 Capgemini. All rights reserved. 2

3. Agenda
 Intro: Setting The Scene
• Evolution of Communication
• Mobile is huge
 Findings
• Key Trends that matter in Social, Technology & Business
• Market models and solutions
• Demand, Usage, Fulfilment and Monetisation
 Conclusions
• Key Issues
• Opportunities
• Enablers for new services
 Recommendation
• 5 stakeholders
• Business model innovation
• Innovation as a service
© 2011 Capgemini. All rights reserved. 3

4. Setting The Scene

5. Evolution of Communication
Source: Adapted from The World Beyond Digital Rights Management BCS 2007
© 2011 Capgemini. All rights reserved. 5

6. Mobile is huge and likely to get really massive
 Mobile ramping faster and bigger than Desktop Internet – 5 Trends Converging:
• 3G
• Social Networking
• Video
• VoIP
• Impressive Mobile Devices
 Mobile innovation and impact – long term leaders determined by:
• Depth of Application Ecosystems
• User Experience
• Pricing.
 Disruptive communications & commerce platforms are rapidly emerging,
especially in social networking and mobile transactions
 Massive data growth driving carrier and equipment evolution.
Mobile infrastructure will have a major challenge meeting demand
Source: Adapted from Internet Trends - Morgan Stanley, 2010
© 2011 Capgemini. All rights reserved. 6

7. Findings:

8. Trends that matter
Societal & Economic Trends Technology Trends Business & Management Trends
• Sustainability and Green agenda • Big Data – exponential growth in digital • Business Model Innovation – enabled by
• Aging population & implications for data, and need for scale, speed & access tech nology e.g. social & mobile business
workforce, healthcare, services & products • Cloud Computing • Consumerisation – impact of consumer
• IT spend follows the economy • Activity Streams & Near Field tech. in the enterprise
• Redefining working patterns and Communications • Crowd Sourcing
changing employment models • 4G/5G Pervasive bandwidth – drives • Dynamic BPM & Dynamic Pricing –
• Home & mobile health monitoring other trends e.g. Mobile transactions & changing processes or prices on the fly
• Shift in Global Consumer Spending Internet of Things • Platforms for Business Apps
• Attention Deficit Disorder Society • Predictive Analytics – delivering insight on • Intellectual Property Landscape
consumer behaviour • Trust & Reputation Economics – related to
• Global demand for investment capital
• Social media – leveraging the power of trend for more transparency
• Impact of Social Media on global politics
the community • Service Digitalisation – the drive for digital
• Diminishing expectations of privacy
• 3D Printing & personal manufacturing transformation
in a connected world
• Audio & video analytics & image • Social Commerce
• Lifelogging
recognition • Mobile Business
• Augmented Reality
• Media Tablets
Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends
© 2011 Capgemini. All rights reserved. 8

9. What models are buyers using or considering?
Cloud computing 21% 16% 9% 31% 23%
Software as a service-application utility 20% 13% 7% 26% 35%
Infrastructure utility 18% 13% 7% 27% 36%
Communications as a service 17% 12% 7% 29% 34%
Business process utility 17% 13% 8% 38% 24%
Capacity on demand 17% 17% 11% 37% 19%
Software-based appliances 16% 12% 7% 29% 37%
Storage as a service 16% 13% 9% 31% 31%
Software streaming 16% 12% 8% 45% 19%
Web 2.0 15% 13% 8% 32% 32%
Remote Management services 15% 12% 6% 25% 42%
User-owned devices or PCs 14% 9% 6% 37% 34%
Grid computing 12% 12% 7% 51% 18%
Community source 12% 11% 8% 52% 18%
< 12m 12 to 24 m 24 to 36 m 36 m or not Already using
Source: Capgemini CTO Client Briefing 2011
© 2011 Capgemini. All rights reserved. 9

10. What solutions are addressing the market needs?
• SaaS and application migration services to 3rd party Cloud platform
Cloud Computing (e.g. Azure, force.com, Google Apps)
• PaaS enterprise application portability
• IU4SAP, Oracle On Demand
Enterprise Applications • Application overhaul, COBOL to Java, procedural to object oriented
• Enterprise application development services on Mobiles
(Windows Mobile iphone, Android, BlackBerry), enterprise mashups
Mobile technologies • Content and applications, including location-based services, mobile TV, advertising and payment
services
• Analytics
Business Intelligence • Solutions & Services for compliance, customer service & business productivity
Data / Doc • Enterprise Content Management
management • Multi-modal data (video, audio, text and database)
• B2B integration
• Legacy interoperability
SOA • Integration of enterprise applications with social computing systems
– for example CRM with Facebook
Green • Data centre, Building Energy Monitoring (and control) software
Source: Capgemini CTO Client Briefing 2011
© 2011 Capgemini. All rights reserved. 10

11. Demand
“With the growth of the digital economy in full swing, we
expect that broadband data usage will double each year for
the foreseeable future.”
- TM Forum Insights Research 2011
Communication Service Providers must respond, or lose out
© 2011 Capgemini. All rights reserved. 11

12. Usage
Usage Scenario Description
Ubiquitous Probably the biggest impact is the ubiquitous connectivity and ability to include
such things as location as a default extra piece of data in the mix to create a
connectivity greater relevance. There is seemingly an app for everything
Ad-hoc Networks Mobile makes the creation of ad hoc networks possible. Also it enables a new
kind of relevance regarding couponing or other location based offers and
incentives.
The main advantage for social networking is the ability to connect with your
friends always and everywhere, plus you can see where they are and can
therefore get in touch with them easier. Twitter hastag is a good example of an
automatic ad-hoc networking mechanism.
De-facto Mobile devices and social networks like Facebook could provide a new kind of
2 step authentication, since mobile numbers are unique for individuals, and the
Authentication Facebook ID is intended to be unique for each person.
There could be many interesting possibilities in a mobile + Facebook based
web-identity mash-up with NFC based payment mechanisms.
© 2011 Capgemini. All rights reserved. 12

13. Fulfilment
Common Access • Shift from silo mobile projects that have expensive and long lead times to the era of
common access portals (i.e. Next generation MEAPs) with rapid app development using
Portals visualisation tools.
Shared Services • Services share the same platforms and infrastructure to cut costs
Hybridization (Mobile • These are now appearing whereby mobile applications are a mix of external and internal
sources.
Mash-ups)
Convergence of the
• This has already have started (e.g. Sybase Unwired Platform)
traditional web portal • Major paradigm shift that will affect everyone in mobile (it is similar to the evolution of
the Web – from a few academic / hobbyist pages to major enterprise / ecommerce sites)
and the MEAP
© 2011 Capgemini. All rights reserved. 13

14. Monetisation potential
A key driver is the sheer growth in penetration of smartphones, and now tablets
© 2011 Capgemini. All rights reserved. 14

15. Conclusions

16. Key Issues: Security
Source: http://www.newsoftheworld.co.uk/
© 2011 Capgemini. All rights reserved. 16

17. Key Issues: Privacy
Source: Mobile Privacy Principles (http://www.gsmworld.com/our-work/public-policy/mobile_privacy.htm)
© 2011 Capgemini. All rights reserved. 17

18. Key Issues: Health & Safety
Source: Distracted Driving: What Research Shows and What States Can Do ( http://www.ghsa.org/html/publications/sfdist.html)
© 2011 Capgemini. All rights reserved. 18

19. Key Issues: Discovery
Source: Trends In Mobile Apps Presentation to the BCS in March 2011 - by Katie Lipps, Mobile Consultant
© 2011 Capgemini. All rights reserved. 19

20. But…
© 2011 Capgemini. All rights reserved. 20

21. Opportunities: Diverse business models
Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
© 2011 Capgemini. All rights reserved. 21

22. Opportunities: Cloud services broker
Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
© 2011 Capgemini. All rights reserved. 22

23. Key enablers for new services
Mobile Device • Configuration Management, Provisioning Management, Remote diagnostics
and Security Management
Management (MDM)
• Exposure e.g. OneAPI currently supporting messaging, location, and billing
Network services • High Performance Infrastructure & Connectivity
• Superior connectivity
Differentiators • Service & subscriber contextual information via subscriber data management
• Policy management for contextual services – QoS, privacy, localisation, ads
• CSPs have the ability to aggregate and integrate other services with network
Service aggregation intelligence to deliver desirable features via context awareness features or
enhancement (e.g. user personas based on location)
Enhanced customer • Using network intelligence, policies, and personalization of services to enhance
customer experience
experience • Real time transaction management and settlement
Source: TM Forum Insight Research: Strategies for enabling new services. March 2011 (www.tmforum.org)
© 2011 Capgemini. All rights reserved. 23

24. Recommendations

25. Meeting the needs of 5 key stakeholders
Source: Adapted from The World Beyond Digital Rights Management BCS 2007
© 2011 Capgemini. All rights reserved. 25

26. A real need for constant innovation
The three common forms of innovation
To create VALUE though a For SERVICABILITY to secure To change COST of production
new market or product existing and new customers and size of available market
A break through in any
A game changing move that Where market or product element of the operation of
provides sustained first cannot be innovated service an enterprise
mover advantage can be used
The barriers to innovation
Organisational Structure and Boundaries Mobilisation and Capabilities
The immediate and obvious challenge that Enterprises are constrained by their own
any change will bring to an Enterprise knowledge and experience
Eventually Change is inevitable
Innovation is about controlling the timing and basis of change to be advantageous to our own business
© 2011 Capgemini. All rights reserved. 26

27. Breaking through the barriers
 Innovation is a never ending collection of activities and processes
 Ready access to a large variety of skills and experiences is needed
 Each Innovation must be individually costed and valued to delivery
 At the same time all must be managed into a cohesive all
We need to be
more Innovative –
can you help?
YES !
Capgemini Innovation as a Service
© 2011 Capgemini. All rights reserved. 27

28. Innovating the Enterprise
Source: The Business Model Canvas (www.businessmodelgeneration.com)
© 2011 Capgemini. All rights reserved. 28

29. Capgemini Innovation
TechnoVision 2011 edition
Cloud Services (e.g. Immediate)
Rapid Innovation Centers
ASE: Accelerated Solution Centers Social Insight
RDV: Rapid Design & Visualization
© 2011 Capgemini. All rights reserved. 29

30. 4 ways to innovate the enterprise
Operational Innovation
• Innovation as “Business as Usual”
Managed Innovation
• “Innovation As A Service”
Proactive Innovation
• Introducing our Innovation to clients
Leadership Innovation
• Deploying our Thought Leaders
© 2011 Capgemini. All rights reserved. 30

31. Appendix

32. More information
About Capgemini
Capgemini, one of the world's which aims to get the right balance of the
foremost providers of consulting, best talent from multiple locations, working
technology and outsourcing services, as one team to create and deliver the
enables its clients to transform and perform optimum solution for clients.
through technologies. Present in more than 35 countries,
Capgemini provides its clients with insights Capgemini reported 2009 global revenues
and capabilities that boost their freedom to of EUR 8.4 billion and employs over
achieve superior results through a unique 100,000 people worldwide.
way of working, the Collaborative Business More information is available at:
ExperienceTM. The Group relies on its www.capgemini.com
global delivery model called Rightshore®,
© 2011 Capgemini. All rights reserved. 32

33. Jude Umeh (FBCS, CITP)
Snr. Consultant & Enterprise Architect
Email: jude.umeh@capgemini.com
Phone: +44 (0)870 238 8529
Blogs: http://www.bcs.org/server.php?show=ConBlog.8
http://www.capgemini.com/technology-blog
http://judeumeh.wordpress.com
Twitter: @judeumeh
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved