Beyond CIO - Will there still be Architecture Management in 2025
Download as PPTX, PDF0 likes1,043 views
The document discusses the evolving role of the CIO in managing IT transformations, emphasizing the need for agility in combining business and IT strategies. It outlines the importance of application ecosystems and collaboration among partners to deliver customer value while fostering innovation. Key themes include the orchestration of ICT services, the necessity for a decoupled architecture, and the overall impact of digital transformation on organizational structure and culture.
Beyond CIO - Will there still be Architecture Management in 2025
- 1. Beyond CIO Will there still be Architecture Management in 2025? Bonn, November 23rd 2018
- 2. 2 The CIO Challenge Increasing Business Value and implementing New Technologies in agile mode for Digital Business Models drive IT transformation. Balancing diverse requirements whilst transforming IT remains a demanding challenge *) Gartner Pressure to reduce cost and improve efficiency Efficiency CommoditizationStandardize Configure rather than customize / develop software Cloud and XaaS substitute internal IT and classic sourcing Foster Business Growth and innovate digitization (*) Reduce Time-to-Value Speed Growth Value Add ICT as-a-Service Application Ecosystem ICT Service Orchestrator Customer Interaction / Experience CIO Value Add approach Enable and orchestrate ICT services to form a digital ICT core: Agile Application Ecosystem
- 3. 3 Agile IT ?? Business and IT must converge! … failed so far, likewise business-IT alignment Different languages Different perspectives Demand-Supply oriented Today Tomorrow Turn innovation and technology as joint agile teams into business success
- 4. 4 Agile IT !! Agile teams need interdisciplinary IT and business competences Budgets are owned by the Business Owner Teams are bound to overarching Business & IT Architecture as well as Governance Integrated teams are key to Time-to-Value From … Business IT … To Business – IT IT Industry & Business competence Technology competence CIO ?
- 5. 5 Deliver Business Value Ecosystems bring together players that combine their products and services to meet customer needs Is equivalent to Value to the Customer – “a customer would be willing to pay for it” Ecosystem of partners Short product lifecycle Customized Solution Global scalability Flexibly composable Services Application ecosystem Agile & DevOps Business IT
- 6. 6 Foster Application Ecosystems … Application ecosystems allow for a new level of collaboration across an ecosystem of business partners Enable value-creating interactions Make doing business easy Accelerate Innovation Application ecosystem Service composition along with value-add information reduces complexity of buying from multiple producers Better facilitate data capture, aggregation and exchange across the ecosystem. Create, distribute and monetize new products and services at unprecedented speed and scale Capitalize on the innovation of an entire ecosystem versus only leveraging resources within a company
- 7. 7 … and make IT happen! Use non-standard only if clearly differentiating. Use COTS. Configure, don’t code! Code? Use Agile! Couple loosely. Retire non-differentiating Legacy! Focus on differentiation i.e. Value to the Customer, Business Partner COTS Orchestration Layer Legacy Non-standard Software Time-to-value Differentiating TCO high lowhigh low high low Decoupled architecture & API Rapid Configuration Pure Agile incl. DevOps „Legacy Sarcophagus“
- 8. 8 Beyond CIO. Set the guardrails, design and engineer Source if not differentiating Partner to stay relevant Orchestrate the Application ecosystem Business – IT IT CIO The Chief Information Orchestrator CEO Architecture Management Data Architecture Governance Security Management Partner Management Competence Center Business Architecture
- 9. 9 Architecture and Agile and … Holistic IT transformation to enable for business value creation New Strategies and Operational Capabilities are required Vision and Ambition Ecosystem Strategy Ecosystem growth Accelerating Open Innovation Talent and culture Technology Value proposition Ecosystem role New business models Reward sharing Effective Collaboration Ecosystem Governance New digital metrics Organization Transformation Ecosystems imply organizational changes in terms of structure and culture Different skill profiles and a business and customer centric mindset are required Process Transformation Ecosystems challenge the way software is developed, delivered, and consumed Agility is key to success A data platform is the strategic asset to generate competitive advantage Innovation and Agility is driven by a loosely coupled technology stack API Management is key to success Technology Transformation
- 10. 10 Open decoupled Enterprise Architecture Business Value Add: Become successful in providing an Application Eco-System fostering agility & digitization ICT Factory approach Digitization solution enabler CIO needs to foster business growth and innovate digitization * PROVIDER VALUE-ADD CIO APPROACH Enable and orchestrate ICT services to form a digital ICT core: Agile Application Eco-System CIO VALUE-ADD ICT SERVICES Application Eco-Systems as-a-service ICT Service Orchestrator as-a-service Customer Interaction / Experience as-a-service ICT COMMODITY SERVICES high standard – easy access – instant availability - low price Low business Value-Add
- 11. 11 Ralf Schneider Head of IT Strategy & Applications Managing Partner Mobil +49 175 9372761 Ralf.Schneider@detecon.com
- 12. 12 Detecon is the leading consulting company that unites management with profound digital technology expertise. Detecon Company Presentation
- 13. 13 Detecon Company Presentation Detecon is 4.0 Founded in 1977 as a consultancy for digital telco business and infrastructure as well as more than four decades of experience in technology and management consulting make us the perfect partner for digital change. 2012 1977 1987 1993 2002 2016 2017 1990 Deutsche Telepost Consulting established as an affiliate of the Deutsche Bundespost in Bonn coincidently; at the same time of the inception of digital switching systems Trigger for the innovation labs hype: spin off of BERKOM, forerunner of T-Labs The company that built T-Mobile: Launch of the GSM Project D1: planning, build-up, and marketing of the digital mobile network D1. Major involvement in the development of the GSM standard at ETSI Merger of Detecon and Diebold: From telco consultancy to ICT management consultancy Reinforcement of Detecon’s external market focus in the context of digital transformation Understand innovation best: Establishment Detecon Innovation Institute in San Francisco Bridge to implementation: Establishment Digital Engineering Center in Berlin Foundation of numerous mobile operators worldwide, partly as an investor Beyond consulting: Accelerate competence driven growth – Transformation from innovation to implementation 2018
- 14. 14 Detecon Company Presentation Number 1. Detecon is from the customer perspective the “German” No. 1 in High Tech and Telco with Top Ranking (Brand Eins). 1414
- 15. 15 “Providing seamless and looped information is the biggest challenge in todays digital manufacturing. In close collaboration with manufacturers, IT companies and researchers, a first scenario of a digital twin became reality.” “Detecon Project Edge successfully established the Silicon Valley-based company MobiledgeX – within edge computing as the new digital frontier, this company has the potential to assume leadership in the orchestration of the whole industry.” “The technological capabilities of platform economics enable companies to actively shape the ecosystems of the future. Detecon's approach of Company Rebuilding provides organizational and structural support.” „We were already around when the term Industry 4.0 was coined (by the Feldafing circle). In that sense, I can truly say that we understand this business from the very beginning." Detecon consultants have proven their guiding spirit & thought leadership many times. Today! Detecon Company Presentation Uwe Weber Managing Partner Christoph Goertz Associate Partner Marc Wagner Managing Partner Dr. Heinrich Arnold CEO T-Labs & Board member Industry 4.0 15
- 16. 16 Our approach. For our clients we address the digital transformation in four logical steps. Detecon Company Presentation Set the direction and strategy Understand the drivers of digital change Initiate and realize the right actions Steer digital change over the long term SetUnderstand Initiate Steer
- 17. 17 Digital Fields of Play. The four core areas of digitalization with technology & infrastructure as the enabling basis and our DNA. Detecon Company Presentation Customer Interface & Experience Business Models & Products Operational Excellence Digital Mindset & Culture Technology & Infrastructure FTTH/New Radio/Hybrid Connectivity EDGE Computing/Telco softwarization/Automation Multi-speed & flexible organization Data-driven & IoT- enabled production Flexible & optimized business processes Highly efficient and scalable IT landscape Cyber Security Agile Organization Digital Learning Sharing Culture Digital Tool World New Work(Place) CRM-Strategy Digital Customer Delight Omni-Channel Management Customer Data Analytics Digital Eco-system Trend Scouting Digital Product Design Digital Business Models Partnering Fast Time-To-Market LTE/5G/AR/ VR drones M2M/IPTV/QoS VoLTE/Security IP/SDN/NFV
- 18. 18 One of our functional practices IT Strategy & Applications IT & INFORMATION SECURITY CYBER SECURITY RISK & COMPLIANCE MANAGEMENT IT EFFICIENCY IT PROCESS FRAMEWORKS & TOOLS IT SUPPLY/ DEMAND MANAGEMENT IT PORTFOLIO MANAGEMENT DATA MANAGEMENT & ARCHITECTURE ADVANCED ANALYTICS & AI DATA STRATEGY & GOVERNANCE DEC DATA ANALYTICS DII CUSTOMER PORTALS WORKPLACE & COLLAB MOBILE/ FRONT-END APPS ERP/SAP ADVISORY APPLICATION ECO-SYSTEMS BUSINESS SUPPORT APPLICATIONS DEC CYBER SECURITY IT SOURCING MGMT IT RESTRUCTURING IT DEAL MGMT IT SHARED SERVICES IT TRANSFORMATION MGMT ENTERPRISE ARCHITECTURE APPLICATION STRATEGY IT STRATEGY SOURCING STRATEGY IT GOVERNANCE & ORGANIZATION DATA CENTRICITY Data Centricity Digital IT Management IT Security & Compliance Digital IT Transformation Customer Centricity Digital IT Strategy IT Enterprise Architecture Business Centricity
- 19. Detecon International GmbH Sternengasse 14 – 16 50676 Cologne (Germany) Phone: +49 221 9161-0 www.detecon.com info@detecon.com Supervisory Board: Christian Till Roga (Chairman) Executive Committee: Dr. Heinrich Arnold (Chairman) Sven Erdmann Commercial Register: Cologne Local Court HRB 76144, Corporate Headquarters: Cologne #leadingdigital