TechnoVision 2014: Technology Building Blocks for Digital Transformation

2
Foreword
Foreword
Without exception, the markets in which we do business today and the stakeholders with whom we
engage are experiencing the most extensive and intensive wave of business disruptions, challenges and
opportunities in recent memory.
For the most part, these dynamics are fueled by technology innovations that
have two unique characteristics:
• There is an inseparable connection, if not integration, between the new
and enhanced technologies and the business processes and impacts
they create and enable. In fact, the operating paradigm moves from
business and technology to business technology.
• The synergistic impact of these multiple, game-changing, concurrent
technology breakthroughs is more significant than prior large-scale,
technology-driven disruptions that involved one discrete innovation.
Exacerbating this scenario are a number of additional factors: the deluge
of demands placed on the enterprise from both external and internal
constituencies; the absence of tried-and-true roadmaps and best practices
to leverage; and the knowledge that a failure to act quickly may not only
result in a lost opportunity, but potentially put the enterprise at risk in terms
of customer relevance and competitive efficacy.
With this context in hand, we welcome you to Capgemini’s TechnoVision
2014, created by business technology leaders and practitioners for today’s
business technology executives. TechnoVision 2014 is a strategic asset that
can help drive Digital Transformation across your entire enterprise: for Board
This contribution by
Lanny S. Cohen
Global Chief Technology Officer,
Capgemini

3
Foreword
reference, C-suite strategies, line-of-business and functional leadership
leverage, and operating unit personnel work planning and execution.
TechnoVision 2014 introduces a fresh, provocative and innovative approach
to today’s business technology landscape. It provides a platform to engage
business and technology leaders in a new and different dialogue on how
these disruptions will affect the near- and long-term business environment,
and how they can be leveraged to exploit market opportunities for
sustainable competitive advantage.
This platform challenges the status quo by introducing new and
exciting perspectives for debate – within the enterprise and across its
external boundaries. In so doing, it expands the range of possibilities for
consideration in pursuing elevated business performance. The platform
also provides a foundation to create, discover and innovate by applying a
context, framework and model for the business technology disruptions we
face and the vast array of business opportunities they enable.
On behalf of the over 130,000 outstanding colleagues across the Capgemini
Group and the thousands of clients, partners, analysts, advisers and media
whose interactions have helped inform the content, we invite you to engage,
experience and enjoy TechnoVision 2014. Applied as intended, it can be
game changing for your enterprise and for your success as you confront
these business technology disruptions and substantial opportunities they
will create in the weeks, months and years ahead.
Good luck and we look forward to your reactions.
TechnoVision 2014 is a strategic asset that can help drive Digital Transformation
across your entire enterprise.”

4
Introduction

5
Watch Capgemini’s
Ron Tolido:
“TechnoVision can equip you with inspiration to
drive your Digital Transformation journey.”
TechnoVision 2014
Technology Building Blocks for Digital Transformation

6
Introduction
Introduction
One of the most important findings of Capgemini’s joint, multi-year research with the MIT Center For
Digital Business shows that successful Digital Transformation depends on the right level of intensity in
both embracing technologies that can change the organization as well as in creating the leadership and
governance to make change actually happen.
As considerable insights have been published already around the
governance dimension, let’s shift our focus for this occasion a bit more
towards technology. We are introducing TechnoVision 2014, the next
installment of a series we started quite some time ago to describe and
organize trends in technologies that have transformative potential.
For 2014, we have created a rigorous update that returns to the core
technology foundation of TechnoVision in order to make it a natural
companion to our Digital Transformation framework. TechnoVision 2014
consists of 37 building blocks, but don’t be intimidated or overwhelmed:
There is a simple structure of seven containers that hold these blocks and
that provides the necessary overview.
Each building block was introduced on our CTO Blog and is described
on the pages that follow, with contributions from Capgemini’s leading
technology experts. This equips the reader with at least 37 interesting
perspectives on the way technology will shape business change in 2014.
As you can imagine, there are many different ways to apply these
perspectives, for example when crafting an IT strategy plan or a solution
architecture, but just as much when running an innovation workshop or

7
Introduction
having an in-depth dialogue with the business about technology drivers.
In addition to the building blocks, we include sections that offer crucial,
contextual insights:
• The role of TechnoVision 2014 within our Digital Transformation framework
• The design rationale behind the TechnoVision 2014 clusters
• How to weave together the TechnoVision 2014 building blocks
into compelling story lines that address very specific business
technology questions
• Five different next steps to take after you have internalized
TechnoVision 2014
As you may recall from earlier TechnoVision versions, we categorize
technologies with business change potential in six clusters, two of them
covering the foundational building blocks of any IT landscape (“Invisible
Infostructure” for infrastructure and “Sector as a Service” for core
applications); two of them covering crucial IT capabilities to deal with
continual change (“Thriving on Data” for leveraging information and “Process
on the Fly” to manage processes); and the final two providing organizational
access to the outside, connected world (“You Experience” for creating
compelling, individualized user experiences and “We Collaborate” to tap into
the power of social). Also, there is a cluster of overarching design principles
that should be applied throughout (for this new version renamed “Design
for Digital”).
On the following pages we provide an overview of these seven clusters and
37 building blocks that constitute TechnoVision 2014. By all means share
your builds with us, we intend to update regularly.
Ron Tolido
CTO, Application Services, Continental Europe
Pierre Hessler
Capgemini Fellow

8
Introduction
TechnoVision 2014 benefits from a wide variety of perspectives from many of Capgemini’s leading technology experts:
The Team Behind TechnoVision 2014
Fernando Alvarez
Global Leader, Mobile Solutions Global Service Line
Lee Beardmore
CTO, Global Business Process Outsourcing
Michiel Boreel
CTO, Sogeti Group
André Cichowlas
CTO and Practices Head, Financial Services
Patrice Duboé
Global Architects Leader
Ben Elsinga
Principal Consultant, Enterprise Architect,
Netherlands
Simon James Gratton
Principal, Business and IT Transformation, UK
Jorgen Heizenberg
CTO, Business Information Management,
Netherlands
Bernard Helders
Consultant
Steve Jones
Director of Strategy, Big Data and Analytics
Vikrant Karnik
Senior Vice President, Enterprise Cloud Services
Fernand Khousakoun
BPM Lead, Application Services, Continental
Europe
Arjan Kramer
Digital Solution Architect, Netherlands
Adam Lewis
Director, Infrastructure Global CTO Team
Roeland Loggen
Managing Consultant, BPM, Netherlands
Rick Mans
Social Business Lead, Online Solutions
John Morada
Head of Research & Strategy, Office of the
Global CTO
Mary Niemann
Enterprise Cloud Services, Global NetSuite Lead
Manuel Sevilla
CTO, Global Business Information Management
Simon Short
Group Head of Digital Customer Experience
Andreas Sjöström
Global Mobile Solutions Director, Sogeti
Léon Smiers
Oracle Solution Architect, BPM and Case
Management, Netherlands
Arthur van den Boom
Mobility Service Line Leader, Netherlands
Ard Jan Vethman
Portfolio Leader, One eXcellent Operation (OXO),
Netherlands
Frank Wammes
Vice President, New Business Models,
Netherlands
Authors: Ron Tolido with Pierre Hessler
Executive Sponsor: Lanny S. Cohen
Editor: Priscilla Donegan
Design and Graphics: Ramendra Ahuja, Ron Sarkar and Partha Karmakar

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Digital
Transformation and
TechnoVision 2014

10
Watch Capgemini’s
Pierre Hessler:
“With Digital Transformation, technology is the
reason to transform and the main driver of the
transformation.”
TechnoVision 2014
Driving Digital Transformation

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Digital Transformation and TechnoVision 2014
Digital Transformation and
TechnoVision2014
To understand the relationships between business and information technologies, TechnoVision, from its
inception in 2007 to recently, always looked first at business drivers and second at the technology building
blocks needed to implement them.
Pierre Hessler
Starting with this 2014 edition of TechnoVision, we look at technology first,
and business second.
Why this kind of Copernican revolution? In the last couple of years, many of
the drastic changes that TechnoVision helped understand and anticipate,
have indeed happened. The most important of these changes is that
people are now technology fit – in their private lives, in their public lives, in
their professional lives. As a result, businesses must from the start factor
technology into their thinking, strategies and drivers; without this integration
of technology from the outset, businesses would craft useless designs
and plans – dead on arrival, unfit for their technology-fit customers, clients,
partners and employees.
This is also why Chief Information Officers – offering technology services to
implement business plans – are becoming Chief Digital Officers (or getting
one as a peer). They bring technology thnking – and then services – to help
craft and then implement digital business change.
This revolution is making classical business transformation, where
technology is at best one of the implementation streams, obsolete.

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Digital Transformation and TechnoVision 2014
A New Type of Transformation
Ahead of anybody else, Capgemini Consulting anticipated this consequence
and created, three years back, the concept of Digital Transformation. It
differs from classical transformation in three essential ways:
• Information and communication technologies are the compelling reason
to transform the enterprise.
• These same technologies are the dominant driver of transformation.
• The “to be” of transformation is the Digital Enterprise.
As the studies undertaken by Capgemini Consulting in collaboration with
MIT demonstrate, many enterprises are racing to become digital, and the
ones doing it well – coupling transformation mastery and digital mastery –
are gaining substantial competitive advantage.
Much of the focus is now on customer experience, where the objective is to
offer customers, independent of the channel used, a consistently engaging
acquisition and service story. The employee experience has to follow to
match customers’ raised expectations. Demand-driven supply chains are
developed to precisely deliver the precisely understood wishes of customers
and clients. And new business models take advantage of our new ways of
working, relating and living.
Moving at the Speed of Technology Change
In the past, the “to be” of transformation, the transformed enterprise, had
a life expectancy of a few years. Today, the Digital Enterprise is a moving
target – moving at the speed of technology change. Today, the customer
is the starting point of many aspects of Digital Transformation. But already,
the Internet of Things is becoming reality, and it will trigger a new swell of
transformation. Products and services of the enterprise will be its sensors
into the world – constantly feeding back information on their working, their
condition, the mood of their users, their movements. The enterprise will have
to gear itself to respond and react in real time, orders of magnitude faster
than today.
Modern technology is so pervasive that everybody nowadays experiences
mobility, reaches into the clouds, behaves socially and can even spell
analytics. But familiarity does not mean understanding. TechnoVision 2014’s
ambition is to promote the understanding of current technologies, and to
make it easier to grasp their business potential. It is therefore conceived as a
tool for Digital Transformation – providing:
• Clarity with the technology clusters as a stable taxonomy of
key technologies
• Understanding through design principles and trends
• Directions thanks to building-block descriptions that make
business sense
With such an ambition, TechnoVision 2014 cannot be carved in stone; it will
remain a Work In Constant Progress. Just like Digital Transformation.

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Clustering with
a Purpose Within
TechnoVision 2014

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Clustering with a Purpose Within TechnoVision 2014
TechnoVision structures technologies into seven clusters. Luckily, surprisingly, these clusters – defined
in 2007 – have retained their taxonomic and pedagogic value, maybe even gained some. Within the
clusters, however, the building blocks that make them up have been revised several times and now, with
TechnoVision 2014, are radically renewed.
Pierre Hessler
Clustering with a Purpose Within
TechnoVision2014

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The Seven Clusters of TechnoVision
The first cluster surrounds all others as it describes the evolving environment
– open, service-oriented, in the cloud, social – in which modern systems
and applications are designed, developed and operate. For the 2014 edition,
we propose a new name, Design for Digital, and the corresponding
content in the form of seven design principles. The design principles are not
descriptive; they are prescriptive – no enterprise could claim to be digital if it
designed its technology side without respecting these principles.
The six “operational” clusters, the ones that help go from design to
execution, are grouped in three tandems. One can look at them from a
people perspective – how do we live technology? – or from a systems
perspective – how do systems work? We’ll start from the systems; when
discussing TechnoVision with business users, one would of course start
from the people and social experience.
Design For Digital
Design For Digital
Invisible
Infostructure
Sector
as a
Service
Process on the Fly
Thriving on Data
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We Collaborate
SYSTEMS
PEOPLE
You Experience

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First Tandem: The Foundations of
the Enterprise
The first tandem couples Invisible Infostructure and Sector as a Service.
In our personal use of technology, we are happy to ignore infrastructure;
the Invisible Infostructure cluster groups the technologies that will allow
enterprises to achieve the same objective: six or seven years ago a vision,
today getting tantalizingly close.
For more than 20 years, ERP systems have dominated and shaped the
applications landscape, giving it the structure that these monoliths proposed
and imposed. Their evolution for the last few years is marked by two major
trends: their availability as a set of services, which makes it possible to mix
and match them with other services; and their “verticalization” – not only
do they support general enterprise models, they also fit the specific needs
of many industry segments. Hence our desired end-state for the enterprise
applications landscape: being a Sector as a Service.
Second Tandem: Bridging Systems
and People
Where the first tandem addresses the technologies that are the foundations
of the enterprise, the second tandem has an entirely different character. It
groups those technologies that are needed to bridge between systems and
software foundations on one hand, and people experience on the other
hand. It does this through into two clusters, Thriving on Data and Process
on the Fly.
Without these, the enterprise could not leverage state-of-the-art
technologies, and therefore could not be digital. When Thriving on Data
was born as a cluster, it could have been called “Thriving on Big Data” –
however, the notion of Big Data had not yet been crafted. And the cluster
deals with more than Big Data – data management, analytics and the real
advent of real time. Data is no longer the purview of IT and their systems,
it is now used and generated by customers, networks and social media,
and increasingly things. The Digital Enterprise is as much outside-in as it is
inside-out.
The internal workings of a company obey to well-defined processes; it
used to be a major event, called nothing less than a transformation, when
these processes were substantially modified. For the company to entertain
a different, permanent, close relationship with its customers, and more
generally with the world, such fixed ways of working will not suffice anymore.
The Digital Enterprise needs to react appropriately to customer situations
and wishes. The Process-on-the-Fly technologies serve this purpose,
and help achieve the long-held ambition to make the Digital Enterprise
truly adaptive.
Third Tandem: The Visible Side of
Technologies
With the third tandem of clusters, we come to the visible side of
technologies, the ones we use every day. And it is by now clear that they can
bloom only thanks to the first tandem, the base of all information systems,
and thanks to the second tandem, which provides the bridge between the
enterprise foundations and the new world of technology as we live it.

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You Experience groups the technologies that give us a different way of
working, living and interacting. The best of the smartphone apps embody
them, with unprecedented levels of function, power and ease of use – not to
mention fun. Not only do we enjoy them as users, we turn into producers of
information and intelligence.
And technologies make it easy for us not to remain alone. Thanks to them,
We Collaborate and achieve levels of awareness and affiliation, but also of
social power – crowd thinking, crowd creating, crowd producing – that are
equally unprecedented.
Technology developments come so fast and furious, mushrooming,
confusing, that even professional watchers have a hard time keeping pace.
To IT professionals they can be distracting, even paralyzing. To business
users, they all too often look individually promising but collectively dizzying.
This is where TechnoVision 2014 helps. The clusters provide order and
a form of stability. They are easily understood and positioned. And using
the method described in the “how two” (see following section) one can
assemble, following the clusters’ logic, the building blocks that are relevant
to the opportunity, or the problem, at hand.
The TechnoVision clusters provide order and a form of stability. They are easily
understood and positioned.”

18
TechnoVision 2014 –
The Surgeon’s
Scalpel

19
Watch Capgemini’s
Pierre Hessler:
“Look at TechnoVision as a whole; pick the
question you want to address; and we’ll work
together on the answer.”
TechnoVision 2014
Taking TechnoVision Into Your Business

20
TechnoVision 2014 – The Surgeon’s Scalpel
The Surgeon’s
ScalpelTechnoVision 2014
37 building blocks – design principles and trends – look pretty overwhelming. Are you supposed to ingest
and digest them all? And then what?
Pierre Hessler
Not to worry. TechnoVision 2014 is not an encyclopedia; it is not a hammer
in search of the right size nail; it is not a scimitar to attack throngs of
technophobes. It is a scalpel – your scalpel – to help understand how the
new technology design principles and trends can be applied to achieve a
specific objective in Digital Transformation.
Here’s how.
To take full advantage of TechnoVision 2014 we suggest an approach in
three steps.
First, have a look at TV2014’s whole picture.
The best entrance to TechnoVision are the Design for Digital principles –
evolutions or revolutions that change the way we think about technology
for business. Read the seven descriptions several times, pondering each
word – until you feel you could have written them yourself. Then look at the
corresponding text – ask yourself if you would have come up with the same
comments; even better, write your own!
Then pick the cluster you are most interested in, go through its building
blocks and, with the help of the accompanying text, reflect on what is
different compared with your knowledge and experience; think through
the consequences.

21
TechnoVision 2014 – The Surgeon’s Scalpel
Finally, go through the other clusters, at the level of depth you choose,
remembering that they come in logical groups of two: Invisible Infostructure
and Sector as a Service building the foundation; Thriving on Data and
Process on the Fly linking the foundation and the visible innovations, We
Collaborate and You Experience.
Second, define what you want to
achieve – specifically.
Do you want to understand how new technologies can renew your thinking
on a longstanding issue? Are you in search of new opportunities, new
business models? Do you want to use TechnoVision 2014 to assess which
capabilities your company needs to acquire or develop? Do you want to
provide a different context to one of your projects? Or make it future proof?
As a CIO, do you want to engage with a business executive and whet her
appetite for technology? As a business executive, do you want to go beyond
the journalistic view of new technologies’ impact on your business? Do you
want to give fresh impulses to your strategic approach? Do you want to
provide food for new organizational thought?
Third, have a clear objective in mind.
Select the relevant clusters and building blocks and order them in the logical
sequence fitting what you want to achieve: Now you have a to-the-point,
custom discussion base.
To illustrate the approach, here are three examples (obviously of a more
general character than would serve your specific objective):
1. How can we open up a new era in the relationship between
business and technology?
9 building blocks
Design Principles: Business Mon Amour, No Requirements, Build Social
Trends: Object of Desire, Elastic Business, Real Real Time, Shades of
Process, String of Silos, Friend Your Vending Machine
2. How can we make our company more agile?
2 clusters, 2 building blocks
Design Principles: Build Social, No Requirements
Trends: Sector as a Service cluster, Process on the Fly cluster
3. How should we think about new business models?
1 cluster, 4 building blocks
Design Principles: Build Social, Business Mon Amour
Trends: We Collaborate cluster; End User, End Producer; My Data is Bigger
Than Yours
To sum it up, look at TV2014 as your technology storytelling store: It
gives you the building blocks and material to construct – with the surgical
precision of a scalpel – the stories that will help you achieve your objectives,
whatever they are in your Digital Transformation journey.

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» Design for Digital
» Invisible Infostructure
» Sector as a Service
» Thriving on Data
» Process on the Fly
» You Experience
» We Collaborate
TechnoVision 2014 –
Clusters and
Building Blocks

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Born in the Cloud
Build Social
SMAC It Up
Business, Mon Amour
No Requirements
From Train to Scooter
Think Design
Of the seven clusters of TechnoVision, six are “operational”: Their combined 30 building blocks describe the trends and
impacts of actual, evolving technology. The first cluster – Design for Digital – serves a different purpose. Surrounding the
six operational clusters, it deals with the context – cloud, social, agile, experience – in which solutions are built in the era of
the Digital Enterprise. Its seven building blocks are design principles that should be considered as guidelines and applied no
matter what cluster is involved.
Major new technologies such as cloud and social are now starting points or default options, not afterthoughts. Also, one
should avoid looking at them in isolation: The Digital Enterprise is best served by their combined power.
The relationships between business and IT have to change radically: from distance to closeness, and from requirements
to platforms and catalogs. To successfully Design for Digital, we need an evolving taxonomy of applications with different
dynamics and lifecycles. Train-like applications must keep running reliably on time, but car-like, and even scooter-like apps
provide agility and responsiveness.
Finally, to forge new relationships with clients and customers, design thinking is the new mindset, replacing
the mirage of customer centricity.
TechnoVision 2014
Design for Digital

24
Watch Capgemini’s
Ron Tolido:
“Throughout TechnoVision, we have defined
a set of design principles to help create
strategies, solutions and architectures that
prepare you to become a Digital Enterprise.”
TechnoVision 2014
Design for Digital

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Design for Digital
The cloud has set a new benchmark for how quick, flexible, cost-effective and scalable solutions should
be available. This has a transformative impact on the demand and supply sides, as expectations shift.
Many organizations are not ready to get all their solutions from the cloud, but the new normal is already
there and the expectations, particularly on the business side, have considerably changed. For new
solutions, the cloud should be the default scenario, only then to be “softened” by pragmatic considerations
around integration, security, legislation and manageability.This contribution by
Patrice Duboé
Design for Digital | Invisible Infostructure | Sector as a Service | Thriving on Data | Process on the Fly | You Experience | We Collaborate
Born in the Cloud • Build Social • SMAC It Up • Business, Mon Amour • No Requirements • From Train to Scooter • Think Design

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Design for Digital
Our original Cloud research shows that nowadays, the question for
organizations is no longer “should we move to the cloud?” Instead, it has
become “how do we maximize the benefits from the cloud?” The cloud is
more or less a given; the road towards it is a matter of design.
We might be tricked into believing that many organizations already have
internalized the cloud and would be ready to look around the corner for
what’s next. Indeed, if we look closer, we can see that many already have
implemented certain cloud services. However, successfully activating a
virtual machine on Amazon Web Services (as exciting as it can be to some
of us) is not exactly enough to make an organization enter the era of Digital
Transformation powered by the cloud.
Building a Cloud Transformation Journey
Most organizations still need to build their cloud transformation journey,
although the benefits are obvious: not only cost reduction but also speed-
to-market, flexibility, scalability and usage-based pricing without massive
upfront investments. Still, there are many uncertainties as well, caused by
topics such as performance, security and privacy, legislation, integration
challenges and governance.
With that, enterprise architecture and a solid transformation strategy are the
key success factors for embracing the cloud.
So, what does it mean for an architect? Which are the architectural
principles that need to be followed when crafting the business technology
landscape in the era of cloud? Before we answer that question, let’s have a
look at the new cloud stakeholders.
The cloud is often still in its infancy in terms of the relationship between the
business and IT sides of an organization. The business sees public cloud
services as a very fast and attractive answer to their needs. Sales and
Customer Service can find high value in innovative CRM cloud applications,
and Marketing may be exploring social networks through the cloud to
boost their success in the market. But probably sooner rather than later,
challenges around integration, multiple clouds, deployment models, security
and manageability need to be addressed. It is the role of the architect to
bridge these two worlds, in which the supply and demand sides are not that
clear anymore.
Design Quality and Characteristics to
Consider
In any case, presuming that new solutions will be “born in the cloud” as a
default, there are certain design qualities and characteristics that should be
considered right from the start. These would typically include:
• The cost/performance ratio of the public cloud
• Unlimited downward and upward scalability
• Very short time to market for new solutions and versions of solutions:
“easy start/easy fail”
• Pay-per-use pricing models
• “Vanilla,” minimally customized implementations of multi-tenancy
applications and infrastructure
• Any place, any time, catalog-based access to solutions without the need
for on-premise setup

27
Design for Digital
Business drivers should be linked to these qualities and characteristics: After
all, the journey to the cloud means nothing without the business change we
want to drive through it.
Only then can the architecture team start plotting the required changes.
They will probably need to cover areas that “soften” the born-in-the-cloud
principle, as the reality of most enterprises will need a hybrid approach –
integrating the old and new worlds – for quite some years to come. This is
apparent in many elements of the architectural work, including:
Services: A clear description is needed of the business and IT services to
be delivered from the cloud, and public/private deployment models need to
be identified; a more catalog-based approach will be typical.
Business Case: Understanding the value of cloud-based solutions is crucial
to launch and drive projects. This will also involve new (pay-per-use/low-
capex) economics.
Legal: Moving to the cloud may mean new billing models, other contracts
and different ways of storing and processing data. Regional legislation is
likely to apply and may require architectural constraints per sector, country
or specific organization.
Governance: Service Level Agreements will be a major topic to address as
multiple cloud providers may be involved with new, often unexplored ways of
delivering their services and guaranteeing their quality.
Target Architecture: An architecture that contains cloud elements will
likely mix public, private and on-premise deployment options, blending
legacy solutions with entirely new ones; the need for orchestration and
manageability is obvious in most enterprise-level setups.
Data Management: Master Data Management will be key in the cloud, with
data likely to reside in different, not necessarily synchronized places and the
business more sensitive than ever to proper stewardship of data.
Security: The cloud can be a very safe place, but a different approach is
needed to deal with multiple providers and hybrid deployment options.
It’s a healthy challenge for any architect to understand these different
perspectives. But it is crucial, as the next generation of solutions is already
today being born in the cloud.

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Design for Digital
Social is not something to be added on top, it is a ubiquitous design principle that should be applied
from the very beginning when creating solutions. If you start designing your processes and applications
as social by default you’ll see that solutions are likely to become more flexible, connected and user/team-
centered. You unleash the power of the crowd by thinking outside-in. In the end, mobilizing the social
network around you is all a matter of creating tangible value for it, carefully balancing the perspectives of
the individual and the community that individual is in.This contribution by
Pierre Hessler

29
Design for Digital
Social media is often seen, and therefore handled, as a phenomenon per se
– foreign to the “normal” enterprise. Either because it happens outside the
enterprise, à la Facebook or Twitter; or because it has nothing to do with the
regular activities of the organization.
As a result of this apartheid, one might conclude that the enterprise is not
social, nor deeply affected by the social phenomenon. The enterprise,
untouched, just needs to find ways and means to accommodate social
media and its internal implications. All too often this is reduced to one
question: How do we use social media as new channels of distribution?
Or more crudely: What can we sell through Facebook and its billion of
“friends”?
This widespread approach is wrong in two ways. First, it condemns the
enterprise to a form of splendid isolation – dangerous in a networked world.
Second, it deprives the enterprise from the positive power of social, and
exposes it to the negative power of social.
Social as a Design Principle
Social changes the nature of the enterprise – because it changes its clients,
its employees, its partners, its political, social and economic environment.
As the enterprise becomes a different enterprise, its information technology
needs to become different in equal measure. Instead of looking at social as
a technology afterthought, IT has to look at social as a design principle – the
best way to naturally embed it in every development.
The social design principle has major practical consequences, notably:
There is no longer an individual user of IT services, but a Janus-like
person, with two faces, the individual one and the social one – connected
to the world and his or her colleagues, inside and outside the enterprise,
through a variety of social media.
The relationship with every customer combines individual and social
characteristics. For example, the customer needs are analyzed as a
combination of individual requirements and social requirements – supporting
the person in his or her social roles. Even the dialogue between person and
enterprise should be socially usable if the customer so wishes.
Transactions can be strictly private. Others are meant to serve the
purpose of a community – providing a social answer to a question
for example.
Every process no longer serves just individual employees. A process
step can become social in that it is entrusted to a network, small or large.
All creative processes are designed to mobilize the energies and
intelligences of groups, not to say crowds.
And, of course, the IT organization itself has to become social, and well
connected, socially, with its business counterparts.

30
Design for Digital
Although the drivers of Social, Mobile, Analytics (or Big Data) and Cloud all have powerful transformation
impact themselves, the real breakthroughs are created by bringing them all together. In this powerful
melting pot, the drivers amplify each other, creating something much more compelling than the sum of the
parts. So whenever you consider a solution in one of these areas, systematically look at the other areas as
a default for synergetic inspiration.
André Cichowlas

31
Design for Digital
There is no doubt that when we consider the technology drivers that
currently are an indispensible part of Digital Transformation we always
encounter Social, Mobile, Analytics and Cloud, often put together in the
acronym SMAC.
And, clearly, each driver creates its own benefits:
• Social is about carefully engaging with social media, managing the
company brand and finding entirely new, more effective ways of reaching
out to individuals and the communities to which they belong.
• Mobile is nowadays the first communication channel we think of and
rightfully so, as it often provides the best way to connect to customers,
business partners and employees.
• Analytics (or more accurately Big Data) creates usable insight – and thus
business value – from large volumes of structured and unstructured data
coming from many different sources and with differing dynamics.
• Cloud not only brings cost effectiveness but, more importantly, high
levels of flexibility, scalability and speed-to-market of high-value solutions.
However, as appealing as all these benefits are, the real power will come
from the carefully engineered combination of these trends.
The Power of the SMAC Effect
Let’s see what the SMAC effect could look like. If you start to use the geo-
localization of your customer smartphones, you may receive a big quantity of
information that you have to analyze in real time. After all, you want to react
based on the location of your customers, before they leave this location. You
thus will have to invest in Big Data technologies to effectively manage this
information and also process the volumes through a cloud solution in order
to avoid massive, up-front infrastructural investments. Also, you may want
to relate the information you gather about individuals to the social networks
they are part of in order to increase the impact of the customer experience.
Come to think of it, by combining the SMAC drivers as much as possible, you
enable your organization to deal with the typical characteristics of digitally
transformed business: more real-time, usable insight (analytics), better
connected to both the outside and inside world (social), utilizing all available
channels (mobile) and enabled by IT, rather than constrained by it (cloud).
So, think and design SMAC right from the beginning of any technology-
driven change. Don’t build trend silos or add different technology drivers as
an afterthought.
Make sure your company capabilities in each of the four areas are as much
aligned as possible, maybe by bringing them together in one organizational
unit or at least by creating a shared governance process.
Assess your existing portfolio of innovation projects to retrofit it with the full
potential of SMAC. See it as a checklist.
Consider adding SMAC dimensions to your existing (possibly isolated)
social, mobile, analytics and cloud business cases. Use it as a checklist
again. You may find that your business cases will become more compelling
to the business, deliver more measurable value and are easier to accept
by stakeholders.
Let’s SMAC It Up!

32
Design for Digital
The consumerization of IT and the availability of cloud solutions have brought technology closer to the
business. True Digital Transformation creates a fusion between digital capabilities and business change,
rather than just aligning it. The IT function in an organization is successful if the business side happily
takes the stage to testify about its benefits, and also takes the lead in business/IT projects and holds
a significant part of the budget for innovation. An ongoing dialogue is crucial for this, together with an
architected platform to enable digital change and a shared, end-to-end transformation approach.This contribution by
Pierre Hessler

33
Design for Digital
Historically, love has not played an essential role in the relations between
business and information technology. Mutual distrust is not the right Petri
dish for love. Business never liked the IT black box – too much mystery,
too much jargon, too much cost, too long lead times. IT never liked the
business fortress – too arrogant, too much jargon, too many changes, too
much impatience.
As they needed each other, they found a way of working together:
Business puts together big binders of requirements, ships them to IT,
which, a few months or years later, delivers the finished product – an
application that, when it works, meticulously fulfills every requirement.
Good in theory, frustrating in practice – the application by definition fulfills
yesterday’s requirements.
Condemned to Love Each Other
Today, business and IT are condemned to love each other. For one simple
reason: Business without IT doesn’t survive; IT without business impact
dies. Luckily, love has become so much easier, natural almost. Business
people have become fans of modern technology; they now see it through
the smiling faces of their smartphones and tablets. IT people share this
passion, and grasp how technology changes business.
When in love, one speaks in a way that is easily understandable for the
partner – goodbye jargon! When in love, one spends lots of time together
– ideas are generated together, separate strategies become one, projects
are integrated as a matter of course, responses come before questions,
one rhythm binds the orchestra. When in love, one experiences harmony
and collaboration.
Utopian? No, a way of life for Digital Enterprises, and one of the keys to
their success.
Five Signs Love is in the Air
How do you know when business and technology are in love? Here are
five indices:
1. They burn the requirements binders and advantageously replace them
with dialogue, mutual understanding, pictures, iterative development in
short cycles and prototypes.
2. They work as one team. Enterprise projects are entrusted to teams
assembling all necessary competencies and capabilities.
3. They start before the start – exploring and creating together; in the
value chain, to ensure products and services truly fit the digital world,
research and development includes information technology.
4. They draw one architecture only – the enterprise architecture
depicts, in a single blueprint, the flows of business and their
technology embodiments.
5. And they regularly deliver but never end their development, because,
as a part of the world of networks, the enterprise needs to constantly
adapt and connect and readapt and reconnect.

34
Design for Digital
Too much focus on requirements creates an artificial boundary between the business and IT sides of an
organization. It’s a bridge, but one that is often difficult to cross. Instead, IT should be providing a flexible,
scalable catalog of secure and compliant enterprise services and solutions. The catalog should inspire the
business to assemble its own, unique solutions. Such a catalog is the foundation and inspiration for Digital
Transformation initiatives that can quickly be validated, turned into executable plans and deployed. Think
catalog first!This contribution by
Ron Tolido

35
Design for Digital
With the next generation of cloud-based IT we are getting used to
powerful, cost-effective applications and services that can be deployed
in the business within the shortest amount of time. There is however
a consequence. It asks for a different mindset: understanding and
appreciating the nature of multi-tenant, catalog-based solutions.
In this context, requirements as we know them might need to be
considered harmful.
This is particularly the case if we apply requirements to specify detailed,
“ideal” solutions that look remarkably like what we had in the past. These
requirements will turn out to be impossible to address with solutions from
an enterprise app store or catalog. The result: expensive, custom-built
applications that are already outdated the moment they are released. Or
even worse: standard applications that are over-customized to a degree that
they cannot be recognized for what they originally were.
Imagine you have bought a new house and you want to furnish it. You don’t
have too much money left so you decide to go for a particular furniture
retailer. You’ve heard good things about it: excellent design, splendid quality
and sharp prices. Music to your ears. You start to envision what your ideal
furniture would look like – even invite a “furniture requirements specialist” to
help you write it all down.
Equipped with detailed design documents you finally enter the store. There
you find that none of the furniture comes close to what you are looking
for. Disappointed you leave: You’ll have to build it yourself after all (or even
worse, you reluctantly buy some pieces and try to modify them at home to
resemble your specifications).
You missed the point entirely.
Exploring the Art of the Possible
Building from a catalog – or platform or enterprise app store – means
exploring the art of the possible and going from there. You look in the cloud
catalog for capabilities that can support business value scenarios, rather
than fit-gapping solutions to perfectly match detailed requirements.
If you can still permit yourself as an organization to build perfect, bespoke
applications and services, by all means do. For everyone else, adapting to
a catalog-based reality is key: selecting standard components as a starting
point – preferably already integrated and interoperable by design – and
testing them in practice as soon as possible. Only then should you make an
assessment of what is needed to make them sufficiently suitable to support
the needs of the organization.
It’s still a bit of a work in progress, but this seems a good opportunity to
introduce the first draft of the No Requirements Manifesto:
“We are uncovering better ways of creating value with cloud-based
applications and services, bypassing some of the most established basics of
our profession. Through this work we have come to value:
• Capabilities over requirements and fit/gap analysis
• Value scenarios over use cases
• Working prototypes over specifications
• Catalog over custom built
• Platforms over integration”
In a catalog-based world, requirements may not be that relevant anymore.
Think about it.

36
Design for Digital
The next generation of business technology solutions has a short time to market, is created and
delivered in an agile way, and is developed and owned in the nearest proximity to the business. These
solutions are much like scooters and cars, where the current applications landscape typically is populated
with trains and buses. Think about when to apply the right rhythm, build the platforms to support, and
start to explore new, flexible ways to build solutions, applying agile approaches such as Scrum and rapid
development tools.This contribution by
Pierre Hessler

37
Design for Digital
In many organizations there is still a lot of friction between “Central IT” – in
charge of the big legacy systems, ERP and enterprise data – and business
units, which cannot wait to put their hands on the latest cloud solutions.
The bulk of the budget belongs to Central IT, which uses it mostly to keep
the lights on for the existing applications landscape. Their focus is on
industrialization, simplification and cost control. As a result, Central IT is
getting isolated from the business side, condemned to sustain existing
systems with an ever-shrinking budget and too little headroom to innovate.
As a result, business units are understandably tempted by “bricolage” IT for
short-term solutions, at the risk of applications sprawl, redundancy, data
apartheid, silo building or reinforcing, and general sub-optimization.
To avoid this valley of delivery disillusion, we propose to distinguish, and
then specifically manage, different Application Lifecycles, each with
their own dynamics, timing, economic models, governance and design
considerations, and therefore each with their own development, testing and
maintenance tools and methods, and their own capabilities.
Two of these lifecycles of applications – or application services – pertain
to the stable, traditionally and naturally more centralized part of the IT
landscape: in our transportation analogy, Trains, the industrial-strength
backbone enterprise systems, and Buses, more specialized and flexible.
Two others are part of the business landscape, with the need to be fast
and adaptive: Cars, supporting smaller, specialized groups, and Scooters,
providing apps and tools for individuals or teams.
The Hub of the Enterprise
Connecting and keeping them all in synch, we distinguish a fifth,
crucial lifecycle that provides the platform application services – in our
transportation analogy, the Station, the hub of the enterprise. The station
takes care of synchronization, integration, integrity and security, and stores
apps and services.
The station services make the continual development and running of train
and bus applications cheaper and faster – by providing them with a set of
reusable services, not to be developed again for each train and bus. The
station services enable the business, with IT support, to build cars and
scooters with speed and ease – by providing them with the services they
put together to develop their own applications. And for the enterprise, the
station provides the federated view of data, the security policy and the
integration that enable all applications to work in harmony, with the required
performance and scalability.
As capabilities, resources, methods, tools, measurements and key
performance indicators vary widely from one application lifecycle to the next,
it makes sense to adopt an organization to manage them on their own, but
also as parts of a whole. For the IT organization, it is also the opportunity to
shift its center of gravity from trains to the station – closer to the enterprise
and the business.

38
Design for Digital
Harmonizing Business and Technology
Finally, the five application lifecycles are useful to harmonize business and
technology in two major ways.
First, by shedding light on roles and responsibilities. Building trains
and buses is a task for IT professionals, integrating the business and
its requirements. Building cars and scooters is a task for business
professionals, supported by IT professionals. And the station as the hub
of the enterprise must satisfy the highest professional IT standards while
reflecting accurately the strategic needs of the business.
Second, the lifecycles help adjust the business and technology clocks
– each has its own, natural rhythm. Trains will evolve over years: Their
complexity and the need for industrial strength and utmost reliability and
punctuality dictate a yearly rhythm of improvement, release after release.
Buses live according to faster rhythms as they respond to the needs of
more specialized groups, the sales force for example; it makes sense to
adopt seasonal rhythms. Cars, to be useful in the market, need to be built
in weeks, the scooters even in days not to say hours. And the station, which
anchors and orchestrates all applications of the enterprise, is bound to
evolve regularly, at a monthly rhythm, to always be up to date.
The five applications lifecycles are useful to harmonize business and technology by
shedding light on roles and responsibilities and helping adjust the natural rhythms.”

39
Design for Digital
Customers and employees interact, transact and work with organizations through a growing myriad of
channels. Their experience during these interactions makes them loyal to an organization or causes them
to leave forever; it’s a key differentiating element. For consistent, positive experiences to happen, they
need focused attention from you, in the form of “design thinking.” Make sure you apply design thinking
in your Digital Transformation efforts, including the design of your services and processes. Build the
right consciousness, desire and capability to design and deliver compelling experiences, from a radical
outside-in perspective. Delight!
Roeland Loggen

40
Design for Digital
Let’s start with a definition: “Compassion – sympathetic consciousness of
others’ needs and experiences, together with a desire to fulfill the needs
while creating a positive experience” (courtesy of Webster, with a few twists).
How are organizations doing when it comes to compassion? Research,
including from Capgemini and MIT, shows that customer experiences are far
from optimal. Research also shows that many employees are disengaged. It
is only logical that these two findings relate.
Most organizations truly have a desire to fulfill the needs of their customers
and employees, but they encounter some key issues, including:
• Most services and processes develop stepwise, without looking at
the whole and without being sufficiently conscious of the needs and
experiences of customers and employees.
• It’s not easy to design and create integrated and consistent customer
experiences over various functional units and channels.
Design Thinking for Differentiation
If you want to differentiate, turn to design thinking as a key, foundational
element in your Digital Transformation.
A number of essential elements make up design thinking:
Purposeful: Customers and employees have needs and want to fulfill
them. In their own way. The steps they take for this are often referred to as
the customer journey (and don’t forget the employee journey). During this
journey, they will typically interact with many of your channels, functional
silos and IT solutions. And they will go through various emotions. You need
to understand their end-to-end journeys and their emotions, and you need
to understand how to respond to them with an integrated design.
Human centric: Forget “customer,” “user,” “employee.” We are all humans,
not pegs to fit an organization’s services or internal processes. Everybody
has various needs and emotions, different beliefs and values. If you want
your customers and employees to have great experiences, you need to
understand them (personas) and, even better, collaborate and co-design
with them.
Iterative: Customers and employees can’t tell you precisely what they
want. As understanding humans and designing optimal experiences can
be complex, you will need an iterative approach, in which you mix research,
creativity, intuition and experimentation. Take a fresh, outside-in perspective
of existing websites, mobile applications, other digital channels and the
other moments of truth. Apply a mix of craft, art and science, to come to the
right answers (designs) and new insights to improve them.
Building a capability for design thinking requires new skills (human research,
creative design, concept testing, co-creative dialogues), new roles (user
experience designer, service designer) and new, innovative approaches.
Invest in design thinking and use it to reshape your services, channels and
your business technology landscape. Your first step: Start by piloting design
workshops for defining and designing new products, services and enabling
IT capabilities.
Trust us, it will give you a new experience. And don’t forget: It’s all about
compassion.

41
INFOSTRUCTURE
INVISIBLE
Virtual Lego
What Would Amazon Do?
Bon Risk Appétit
Let’s Get Physical
Orchestrate for Simple
The Invisible Infostructure cluster (together with Sector as a Service) deals with the technology foundations of
the enterprise.
In our personal use of technology, we are happy to ignore infrastructure. Our vision of the Invisible Infostructure a few years
ago was that the enterprise IT infrastructure should and would become equally invisible and powerful. While this was an
aspiration, today this vision is getting tantalizingly close.
Invisible? After virtualization and componentization already made the IT infrastructure simpler, the cloud now delivers on its
metaphor of invisibility.
InfOstructure? The infrastructure of the outside world is becoming one with the corporate infrastructure and transforming into
an infostructure – an information-rich foundation for business.
The Invisible Infostructure building blocks analyze the way to get there, under the mottos of simplicity and security in a hybrid
world. They propose to take a leaf from the book of the new providers of large-scale, highly flexible and low-cost cloud
infrastructure services à la Amazon: They have already established the new normal for both the business and IT sides of
organizations. And they salute the entrance of the world of “things” into the virtual world.
TechnoVision 2014
Invisible Infostructure

42
Watch Capgemini’s
Adam Lewis:
“It’s about benefiting from the new innovations
both around hardware and software in the
infrastructure space.”
TechnoVision 2014

43
Virtual Lego • What Would Amazon Do? • Bon Risk Appétit • Let’s Get Physical • Orchestrate for Simple
The more IT and infrastructure are abstracted through layers and components (driven by the cloud),
the more IT infrastructure resembles “virtual Lego,” which can be automatically (re)combined, at will, to
support business agility. Virtual appliances enable easy deployment and run of a complete “application as
a component,” including its operating system, networking properties and supportive tooling. Even more
convenient: It can be deployed ad hoc for certain unexpected tasks. This brings a complete software
stack in minutes, available on a scalable, manageable platform.This contribution by
Adam Lewis

44
Innovation of virtualization technologies continues to advance rapidly, driven
harder and faster since the advent of cloud computing. In fact, even though
virtualization has existed since the 1960s (originally the logical division
of mainframe computing resources), the infrastructure world has now
significantly evolved past the simple creation of abstracted logical resource
pools post processor, memory and storage.
The insatiable demand for global computing power remains on a path
of exponential growth. The ability to maximize the benefits of hardware
investments and ease of automation and management therefore becomes
more acute. Also, the acceptable timescales for new infrastructure resource
implementations can often be measured now in minutes, not days or weeks.
At one end of the spectrum, we have the chip manufacturers ensuring that
the power and function of the silicon has advanced to include not only
sensors, security and on-chip management but also hardware virtualization
assistance/acceleration. On the other end of the spectrum, we have
software vendors furthering the evolution of hypervisors and enabling new
types of abstraction past memory, storage and compute to data to software
application and even networks. Many predict that soon all of the IT estate
will be able to be virtualized, aggregated and intelligently managed. At that
point, IT as a Service will be the norm and the Software-Defined Data Center
(SDDC) will be fully realized.
Fit for the Future
Software-Defined Data Centers and the maturing Software-Defined
Networking (SDN) market are already enabling new paradigms. In the cloud
world, compliance, management and end-to-end support ideally should
be policy enabled, highly automated and presented as components within
updated IT landscapes and ecosystems that will be fit for the future. These
elastic virtualized computing enablers can be likened to the building of an
ever-evolving dynamic metropolis complete with re-routable roads (SDN)
and the ability to repurpose buildings on demand (SDDC) to meet the
changing needs of the tenants or landlords.
In addition, software appliances, applications designed to optimally run on a
specific compute stack, will benefit from these advances by creating further
building blocks that organizations can easily implement. Virtual appliances
are “virtual machine images designed to run on specific virtualization
platforms.” This world of enhanced componentization enables new
architectures, new solutions and requires new skills and capabilities.
Simple building blocks, unlimited possibilities.

45
Global public cloud providers such as Amazon Web Services and Microsoft benefit from their economies
of scale to provide ever-growing catalogs of advanced cloud IT services. Although many considerations
may slow down the rapid uptake of public cloud, these catalogs already set the new benchmark to beat in
terms of cost effectiveness, flexibility, scalability and speed-to-market. Businesses are expecting powerful
services that they can activate themselves with minimal upfront investment and pay for per use. So ask
yourself regularly in your data center: “What would Amazon do?”This contribution by
Ron Tolido

46
It’s still an established benchmark for any application developer building a
web shop: Before starting to discuss structure, activity flow and layout, you
take a look at the world’s leading example and see what’s hot. What would
Amazon do?
Well, they are doing it again. And this time it’s about IT infrastructure and –
soon – applications.
With its ever-growing catalog of infrastructure services from the cloud and
rapidly expanding AWS (Amazon Web Services) marketplace, Amazon
shows any IT department what they are up against in the forthcoming years:
a neatly organized, easily accessible catalog of open, highly standardized,
secure IT services, ready to deploy in seconds, paid per use, all on one
invoice. And, of course, at incredibly competitive prices: In its six years of
existence AWS managed to lower prices almost 40 times.
Defining the New Normal
I have often discussed with our clients how quickly – and through what
steps – they could benefit from the public cloud. And the same advice
would be coming back over and over again: “We’re not saying your entire
IT landscape should be on Amazon Web Services next year. But they are
quickly defining a new normal in terms of how fast, easily and cost effectively
you should be able to deploy new solutions.”
That benchmark became even more tangible and solid with the launch
of the AWS marketplace in 2012. Go to the marketplace yourself and
browse around a bit. Will your IT department be able to provide the same
catalog, with the same self-service, usage-based pricing and deployment in
minutes? And even more important: Are your prices more or less on par with
what Amazon is offering?
Amazon Web Services is taking a retail perspective on IT. It simply aims
to provide high volumes of excellent quality at low prices and uses its
impressive growth to further sharpen its proposition. It’s not a coincidence
that the AWS marketplace starts to resemble the Amazon web shop more
and more, and you can only imagine what will happen when even more
business applications become available (did anybody say recommendation
engine?) through the very same marketplace.
For now, the bar has been raised. We are not saying the internal IT
marketplace of your organization should be just as good as Amazon’s (or
that of Microsoft, Rackspace or any other sizable competitor for that matter).
Not yet, that is.
But a new normal has already been defined and we’d all better have a good
look. Happy shopping.

47
Businesses connect to the outside world in order to be competitive, find new channels and collaborate
effectively with clients and partners. This puts a strain on security and privacy, as openness and
connectivity seem to stimulate the opposite of these qualities. However, hiding information behind an
impenetrable corporate firewall is not a business enabler, and being prepared for any security breach in
advance is an illusion. Instead, organizations must develop a healthy appetite for risk, using smart tools to
quickly detect intrusions, and be ready to respond extremely fast and effectively.This contribution by
Ben Elsinga

48
Let’s start with a little story. Imagine you are the CEO of an innovative
electronics company on a business trip to Australia. Unfortunately, your
plane crashes in the middle of nowhere. You are lucky to survive the crash.
You manage to send an SOS signal with your smartphone, together with
your GPS coordinates. As a result, a plane drops water and food; but on the
other side of a river full of hungry crocodiles.
What do you do? You need the supplies, but you know that if you try to
swim across this river, the crocodiles will get you. It’s a no-go area. This
insight shapes the boundaries of your risk tolerance.
Still, you are starving. So you start to develop a certain appetite for risk, as
you clearly want to stay alive. You know you have to reach your goal on time,
if necessary only just within the boundaries of your risk tolerance.
Then, with your phone’s battery almost drained, you find a YouTube
video about survival techniques and you learn how to make a simple
boat to safely cross the river. You have shown the right risk attitude to
do whatever is needed – even in unexpected ways – to stay alive under
difficult circumstances.
Back home you create the next-generation phone with built-in
survival capabilities!
What can we learn from this simple metaphor?
A Fresh Perspective on Risk
What we define as “Bon Risk Appétit” is not about eliminating all risks
but about doing what is needed to achieve business objectives at an
acceptable level of risk that matches these objectives. Also, by taking a
fresh perspective on dealing with risks, you might be pleasantly surprised by
new business opportunities.
When looking at security with some proper risk appetite, we need to
distinguish among three perspectives. We recommend taking a holistic view
of the problem domain, considering all three perspectives when crafting
solutions:
1. The perspective of the organization, wanting to do business at
acceptable risk levels (for example, regarding security concerns). To
protect your own organization, it is wise to base your security architecture
on proven security principles and security patterns. Note that the
chosen solutions will depend on the business context (e.g., regional
regulations that apply), the organizational culture (e.g., the current security
awareness) and the amount of Bon Risk Appétit of the management of
the organization (which may be an evolving value).
More information about business context sensitive security principles can
be found here.

49
2. The perspective of a common business infrastructure fabric, based
on social, mobile, analytics and cloud services (SMAC) (for example –
excusez le mot – cybercrime and intelligence concerns). When crafting
the underlying infrastructural business fabric – both for your customers
and for your own organization – you should look both from outside-in as
well as from inside-out.
Outside-in: You should only use SMAC services from a customer
perspective, based on business scenarios, the identified amount of Bon
Risk Appétit and specific business requirements (here’s an excellent
starting point for this approach).
Inside-out: Base the underlying infrastructure on the Jericho Forum
Commandments, combined with time-based security concepts to make it
more resilient against cybercrime and intelligence risks.
3. The perspective of the customer (for example, regarding privacy
concerns). In the end, it’s all about your customers. Nowadays, it is more
important than ever to be transparent towards them about what you do
with their data and to what extent their privacy concerns are addressed.
Use the Jericho Forum Identity Commandments as a sound basis for
your architecture decisions.
Bon Risk Appétit becomes relevant at the level of the customer if he
or she is able to make conscious decisions about using your business
services (or not), based on your published – and completely transparent
– privacy policy. If needed, soon the customer could be assisted by
something like a virtual privacy protection agent, which analyzes the
privacy policies of different business services and advises the customer
about what business services are most appropriate.
Now does that whet your appetite at least a bit?
Bon Risk Appétit becomes relevant at the level of the customer if he or she is able
to make conscious decisions about using your business services (or not), based
on your published – and completely transparent – privacy policy.”

50
While we usually associate technology with a virtual world, now the physical, “real” world quickly becomes
part of it as well. With more and more tangible objects able to sense and store data and get connected to
the network, the boundaries between both worlds are blurring. The Internet of Things provides unlimited
opportunities for organizations to become smarter and intimately linked to their customers and partners.
And the trend comes full circle with the quick rise of 3D printing, enabling even individuals to materialize
concepts and ideas in a way that was unthinkable before.This contribution by
Michiel Boreel

51
Although we have been hearing about the so-called Internet of Things (IoT)
for over 10 years, we now see this technology quickly gaining mainstream
adoption. In fact, the Internet of Things, or as we prefer to call it, just
Things, is the fifth technology element that makes a new form of empathic
computing possible. Combined with Social software, Mobile apps,
advanced Analytics and Cloud services, the Internet of Things (from SMAC
to SMACT, if you like) creates a kind of ambient intelligence that is quietly
serving any information need whenever required.
By constantly monitoring our behavior, the system establishes a deep
understanding about our intent, the task we are trying to perform.
Wearable technology, in all kinds of forms, factors on, in (intelligent tattoos)
or even under our skins (swallowables), and gives new meaning to the
phrase “always on.” Cognitive systems – step-by-step – build a better
understanding of our context and are able to predict and anticipate our
needs. We will learn to trust these intelligent assistants and award them
more and more agency to take over mundane tasks on our behalf, so we
can focus on more important things in life.
An interesting early example is GlowCap. David Rose’s start-up company
Vitality realized a couple of years ago that by adding a sensor and
communication to a simple jar of pills, a big problem in healthcare, poor
adherence to prescribed medication schedules, could be solved. The
GlowCap bottle actually registers when it is opened and compares this
event to the prescribed schedule. If people forget to take their medication,
they are subtly notified by a flashing light. If they still do not react, additional
notifications or even a message to a healthcare provider or anyone in the
social network can be sent.
Blurring the Boundaries Between Physical
and Virtual
Our world is quickly becoming more instrumented and interconnected (even
in the air, for that matter). Because of the continuance of Moore’s law, we are
reaching a price point where any physical object becomes enhanced with
processing and communication power (and, by the way, virtual concepts
can become physical through advances in 3D printing). The ubiquity of these
billions of “enchanted” objects will blur the boundary between our physical
world and virtual cyberspace. It is only a matter of time before all these
objects become interconnected and start collaborating on our behalf. This is
when they truly become useful, accomplishing more complex tasks.
However, this requires solving three important issues.
The first issue is the way we interact with these “empathic computers.”
Clearly, continuing on the road that we are on right now, with any app on our
smartphone constantly asking for attention through alarms and notifications,
will quickly drive us crazy. We need a new approach of calm technology
where only the most important notifications subtly enter our consciousness,
preventing what is now becoming known as partial attention disorder.
“Better than apps”’ is the phrase where app intelligence moves from our
smartphone into all kinds of physical objects.
Why do we have a weather app on our phone? Our umbrella should be
enchanted with technology that notifies us of rain in the forecast by a blue
flashing light built into the handle.

52
The second issue is that in reality there is not yet one Internet of
Things; there are many Internets of Things. In present day practice the
intelligent Things are usually not aware of each other, let alone able to
communicate and coordinate with each other. Because many of the
providers of the Things see competitive benefits at stake, they choose a
closed system design, ignoring the opportunities for connecting products
through open APIs (which makes Intel’s acquisition of Mashery all the more
understandable). Forrester Research, Inc. uses the examples of Nike’s
intelligent sport shoes, Jawbone’s UP wristband and 94Fifty’s intelligent
basketball and underlines the fact that they are not even aware they are part
of the same game, let alone able to exchange information.1
The third issue is that we need to start designing great customer
experiences from an end-to-end perspective and then be prepared to
adjust our operational processes accordingly. Putting the empowered
consumer front and center was already important in creating mobile
apps that are broadly used and in effectively connecting with customers
through social media. Things will only further underline this necessity. It
is no longer enough to enhance the digital capabilities of the enterprise.
The organizational capabilities, often determined by operational
processes, have to become completely aligned to the great experience the
consumer expects.
Find out much more about Things at the Sogeti VINT website.
1
“There Is No Internet Of Things - Yet,” Forrester Research, Inc., October 17, 2013
The organizational capabilities of the enterprise, often determined by operational
processes, have to become completely aligned to the great experience the
customer expects.”

53
Cloud is really here to simplify business life, not complicate it. However, many organizations still get stuck
in managing the complexity that potentially comes with the cloud. Dealing with issues around integration,
security, identity, multiple vendors, deployment models, incompatible standards and differing service
levels can absorb so much time that the benefits seem far away. It requires an orchestrated approach to
the cloud, ensuring that cloud complexity is effectively dealt with and that cloud services are provided
as easy-to-consume services. This sets organizations on a path towards leveraging the cloud on their
own terms. And it frees up their management agendas, so they can focus on creating new value with the
cloud. It’s as simple as that.
Adam Lewis

54
So what is orchestration anyway?
The term orchestration is already abused, overused and misconstrued; in
other words, it has achieved the status of industry buzzword. Personally, I
prefer to use Business Services Orchestration, to bring a broader context
to a term typically used for infrastructure automation, intelligent auto-
provisioning or even freedom of dynamic workload deployment across
hybrid/public cloud infrastructures and legacy estates.
In this context, orchestration can (in technical terms) be defined as: “an
advanced automation proposition to dynamically organize, provision and
integrate a set of IT-based services and solutions in a hybrid environment
under policy control to provide coherent, consumable services to enterprise
users.”
Therefore Business Services Orchestration should consist of:
• Service orchestration platform – The service orchestration functionality
is implemented as a platform that is persistent and distinct from, and
technically independent of the orchestrated services.
• Consumable enterprise services – The key output of the service
orchestration process is the delivery of easy-to-access-and-use services
to enterprise users.
• Hybrid environment – Service orchestration will be able to operate
across multiple cloud models (including “brokered” services) in a hybrid
environment, with workloads being moved where and when appropriate.
• Intelligent policy control – All the key processes and operations within
the orchestration platform will be governed within a platform-based
framework of central and client-specific policies.
• Orchestrated services – Services and solutions managed by service
orchestration include cloud capacity services (IaaS and PaaS) and
cloud functional services (SaaS), and are integrated with the legacy IT
environment of client organizations where appropriate. These services
may be provided by multiple providers, internal or external.
Put the Business First
Sounds complicated – so why should we orchestrate?
Simply because orchestration enables us to put the business first. By
enabling orchestration we manage the IT service complexity centrally and
simplify the control, delivery and consumption of enterprise services.

55
We also need to orchestrate because maintaining agility and flexibility is
harder than ever in a global business world that demands the elasticity to
adapt to evolving market requirements. Technologies are changing fast.
Customers expect to be able to interact with companies, and organizations
with their suppliers, around the clock, from anywhere. They want choice
and flexible consumption models. Employees want to access work data,
delivered via an online services marketplace assured by enterprise-grade
capabilities and support. They wish to do this while communicating across
their globally connected workforce, collaborating in real time with teams
using their preferred new Android/iOS and Windows-based smart devices.
The prize for winning in the new market will go to the businesses that can
roll out innovative products and services quicker than the competition. All
these demands are putting unprecedented pressures on the IT department,
which must also ensure the services they deliver remain robust, secure
and compliant.
Don’t Reinvent the Wheel
With enough time, people and investment, your company could, in theory,
create its own orchestrated service from the ground up. But there’s no
reason to reinvent the wheel when such a robust and tested system
already exists.
If you have until now avoided taking the leap into the cloud, you’ll find that an
orchestrated platform can also help make the transition painless, seamless
and as gradual as desired. If your business is already in the cloud, you’ll
discover the full benefits by moving to a purpose-built, rigorously tested and
fully integrated orchestrated solution, one that works just as well with public,
private or hybrid platforms.
An orchestrated world will simplify the path from legacy to the cloud – for
enterprises today and well into tomorrow.
An orchestrated platform can help make the transition to the cloud painless,
seamless and as gradual as desired.”

56
Vanilla Tastes Good
Reborn in the Cloud
Elastic Business
Close to the Edge
No App Apps
The Sector as a Service cluster – which groups the technologies used to build the core applications – provides (together
with Invisible Infostructure) the technology foundations of the enterprise.
Ideally, the core applications landscape should be an accurate reflection of the needs and drivers of the business it supports.
In practice, the business needs of the Digital Enterprise outpace the evolution potential of the large, highly customized ERP
and bespoke systems that dominate the applications landscape. Core applications have become an obstacle to business
renewal rather than an enabler.
To the rescue come the technologies of Sector as a Service, and notably the next generation of cloud- and catalog-based
SaaS solutions – solutions available as sets of services. They are based on sector-specific best practices and thus expose
their greatest benefits when consumed in their original, “vanilla” flavor.
The Digital Enterprise, however, also needs differentiation to compete, flexibility to respond to customers’ expectations and
elasticity to adapt its perimeter. In response, its applications estate has to be varied – adding new types of agile, “edge”
applications to the standardized, core functionalities.
TechnoVision 2014
Sector as a Service

57
Watch Capgemini’s
Ron Tolido:
“Sector as a Service is our vision of where the
core applications landscape is going.”
TechnoVision 2014
Sector as a Service

58
Sector as a Service
Vanilla Tastes Good • Reborn in the Cloud • Elastic Business • Close to the Edge • No App Apps
Many core applications – both custom built and package based – used to have a differentiating value
to the business. Now they are often consuming the bulk of available IT budget due to excessive
maintenance costs, while the differentiating “edge” is found elsewhere, in other solutions around mobile,
social, Business Process Management (BPM) and Big Data. Time to drastically move to good old “vanilla,”
using out-of-the-box, non-customized versions of standard, cloud-based software or with step-by-step
rationalization of homegrown applications to leaner, simpler versions that are easier and less costly
to maintain.
Ron Tolido

59
Sector as a Service
If an organization’s applications landscape is a reflection of its business,
then there are clearly a surprising number of unique organizations in the
same sector.
Although you would expect striking similarities between their processes
and the systems that support them, many organizations will cultivate
multiple instances of ERP that are highly customized, not uncommonly to
an extent that it’s risky to upgrade to new versions of the application. In
other cases, they will have custom-built software, even further suggesting
that their processes and functional requirements are so special that no
standard solution can support them. Being special comes with a price here,
as the core part of the applications landscape – really not delivering any
differentiating value – consumes the better part of the IT budget (read more
in our new 2014 Application Landscape Report).
Now, in the era of Software as a Service (SaaS) we are quickly moving
towards catalog-based applications that are essentially multi-tenant. They
are supposed to be used by many different organizations in the same way,
although of course with certain configuration options. Multi-tenancy drives
the economies of scale of SaaS and through it, lower costs – particularly in
the capex area – and a much shorter time to market.
Adjusting to a New Reality
It takes some time to get used to this new reality. We need to appreciate the
basic taste of vanilla as a highly cost-effective, low-maintenance foundation
for both our processes and our systems. The next generation of standard,
cloud-based solutions (whether in ERP, CRM, HCM or any other functional
or sector domain) contains industry best practices that have proved to be
able to support many different organizations across the sector.
It’s up to individual organizations to take a good look at their value scenarios
and customer journeys (indeed, no detailed requirements) and validate how
well these industry best practices would work for them, only afterwards
focusing on the deltas: what needs to be adjusted and what risks need to
be mitigated.
This reverses the usual process, making way for both more radical
application rationalization strategies (de-customization, de-instantiation,
ripping and replacing of legacy applications) and for the quick
implementation of next-gen SaaS.
On top of a core vanilla platform there are, of course, many ways to build
solutions that help an organization to be innovative and special in the
market, win the hearts of their consumers, have superior operational
excellence or even do new business in entirely different ways. But these will
be lightweight, car and scooter applications that leverage mobility, social,
Big Data, BPM and the cloud. They may even be “No App Apps.”
By loving the taste of vanilla – achieving the state of the commodity, if you
like – we create room for other flavors. It’s the very essence of what we
describe in TechnoVision as Sector as a Service.
Standardize to be different. Quite a tasty perspective.

60
Sector as a Service
Once organizations have implemented or built their first cloud applications, they will find they have a
powerful cloud platform available that comes with these applications. They can now consider leveraging
more of that platform, not only to create additional solutions but also to renew the existing applications
landscape. This may be a matter of simply “cloud enabling” legacy applications by providing them with a
new front end and integrating them with the cloud applications. But applications can be completely reborn
too, taking full advantage of living in the cloud.This contribution by
Vikrant Karnik

61
Sector as a Service
I was listening to Andy Jassy’s keynote at AWS re:Invent and one key
statistic that he mentioned struck me. He said that 32% of all apps that
moved to the cloud had reduced downtime. Moving apps to the cloud
reduces downtime? Who would have thought? It’s considerations like that
which make you ask yourself if you should have many more of your apps
reborn in the cloud. Most of my clients are doing pilots by moving certain
apps to the cloud and using those pilots to learn and plot their future.
It is truly about the “rebirth” of these apps, not just migrating them to the
cloud. Forrester VP and Principal Analyst James Staten makes this point in
his blog post.2
“Apps in the cloud need to adapt to the cloud not the other
way around.”
If you are thinking about rebirthing apps in the cloud, here are a few things
to consider:
First understand your applications landscape, segment it and plan its
destiny. Are you forecasting certain applications that are going to rapidly
increase in end-user population? Maybe they are customer-facing apps or
employee-facing apps? Do you spend a lot of money on tier two apps? Are
you dealing with apps on an underlying infrastructure that has lagged behind
in applying patches and being current on security updates? The tier two
apps in the employee-facing and corporate-services domain can be a good
target source to do some pilots around moving apps to the cloud. Cloud
works better when you start small, experiment and learn from it.
Then you have to ask yourself whether you should leverage Platform as
a Service (PaaS) or only the Infrastructure as a Service (IaaS) side. Both
come with their inherent pros and cons. Adopting PaaS means a steeper
learning curve for the organization in the short term but better rewards long
term. Whereas with IaaS adoption for apps, you get quicker savings but the
impact is lower.
Also, you have to keep in mind not all code will work in a public IaaS cloud.
So picking the right apps for the pilot will help with testing out these edge
cases and will build valuable enterprise knowledge.
Now Build the Business Case
Let’s say you have identified some decent number of apps (say 40 to 50) to
migrate and have made a choice around using IaaS and PaaS providers.
Now comes the hard part: building the business case. Keep in mind that
there will be one-time migration costs, even if you are migrating to a public
IaaS cloud. And the costs go up if you are adopting public cloud PaaS
platforms like Force.com or Google App Engine or Engine Yard.
Another factor to keep in mind is the training effort and change management
needed for your teams to learn from this pilot and apply broadly in your
company. Furthermore, you should consider if you can generate more
value with the same apps if you had more features in them. Maybe a great
mobile interface?
Finally, don’t forget the governance aspect of it. Having apps reborn in the
cloud doesn’t solve the governance problem; it only makes it more critical
to address.
To quote James Staten again: “Don’t think migrate, think transform…”3
In fact, I would add: Think “Reborn in the Cloud.”
2
“Q: Which Apps Should I Move to the
Cloud? A: Wrong Question,” James
Staten, Forrester Research, Inc.,
November 6, 2012, http://blogs.forrester.
com/james_staten/12-11-06-q_which_
apps_should_i_move_to_the_cloud_a_
wrong_question
3
Ibid

62
Sector as a Service
The cloud enables a new generation of powerful Software as a Service solutions that are simple to use
and implement and don’t require massive upfront capital investments. Consider these solutions to quickly
start up new subsidiaries or seamlessly integrate newly acquired business units. Use cloud integration
services to connect these solutions to your central ERP or homegrown applications. This way, you can
provide flexibility, elasticity and an excellent degree of customization to your subsidiaries and satellite
business units, without a painful modification of your central systems.This contribution by
Mary Niemann

63
Sector as a Service
The most common scenarios where we see a need for business
elasticity with SaaS ERP solutions such as NetSuite result from mergers,
acquisitions, divestitures, joint ventures, expansion into new geographies
or markets, launch of new products or service offerings, a shift in business
model for a part of the business, a rapidly growing business or a rapidly
declining business.
Most of our clients struggle with the high cost of ownership in their
established ERP landscape. Since the late ’90s the mantra was “single-
instance” ERP, which seemed like the right idea. With the support and
endorsement of large software vendors and analysts it became the gold
standard.
So while in theory it makes sense for every subsidiary, division and
geographic region to run on the same ERP system, there have been many
more failures than successes. Most organizations end up with large sections
of their enterprise (overseas subsidiaries, acquired business units, new
divisions) that have never deployed the “standard” system and continue to
run on something else. And clearly, each “something else” drives its own
need for attention to maintenance and upgrade.
Even companies that achieved true global standardization at one point
in time have often watched their applications landscape devolve into
multiple systems as the pace of deployment and maintenance of a heavy,
on-premise system couldn’t keep up with the pace of expansion, acquisition
or innovation in the enterprise. While there are many reasons for the failure
of traditional, single-instance ERP, they typically fall into the main categories
of too much cost, too much time, too much risk and an inability to keep up
with the rest of the organization.
Balancing Act: Two-Tier Cloud ERP
To address these challenges, our recommendation to many of our
customers is to design and develop a strategy of two-tier cloud ERP that
balances the cost of ownership, the need for agility and the requirement of
the overall enterprise architecture. When done right, this helps organizations
to gain the global visibility, standardization and efficiency originally sought
with large-scale ERP, but without the complexity, excessive cost and
slow deployment.
Two-tier cloud ERP is about designing a platform that can be deployed
quickly and cost effectively outside headquarters. This platform will provide
the visibility and standardization hoped for in single-instance ERP but will
also be agile and cost effective enough to be deployed even in the furthest
reaches of the organization.
The idea is to achieve most of the major benefits of the single-instance
ERP – standard processes, consistent definitions, streamlined financial
consolidation and better business visibility across the organization – but
without the outsized cost and risk, and while still ensuring the business can
adapt to change going forward. It’s about closing the gap between what
finance needs and what IT can deliver effectively with the resources they
have at their disposal.
In short, two-tier cloud ERP means running one ERP system for corporate,
such as SAP or Oracle, and adopting another (cloud-based) ERP solution
for everywhere else that’s lighter weight and easier to deploy and customize
to local needs. The two-tier strategy should provide a standard, template-
based deployment for subsidiaries while reducing the overall number and
variety of distinct systems throughout the organization.

64
Sector as a Service
Simpler Financial Consolidation
By using a two-tier approach, an enterprise ideally should be able to
whittle down its distinct ERP solutions to two or three instances. For CFOs
and controllers, this means a dramatically simpler financial consolidation
process: fewer individual feeds, fewer systems to track, and more effective
financial and management reporting overall.
Competitive pressures, globalization, a changing regulatory environment
and market volatility mean that organizations need to be more agile and to
step up the level of transparency and visibility across and into the business.
Of course, the laser focus on spending also means that companies need
to achieve these goals while dedicating a flat or declining portion of their
resources to the IT core landscape.
The impact of adopting a two-tier strategy can be substantial. We
recommend the use of cloud computing as an enabler for two-tier cloud
ERP because it gives our clients the ability to roll out standardized ERP to
each subsidiary quickly and without overtaxing the IT organization. It also
means that corporate can easily access divisional and subsidiary reports
through the web – making the organization more transparent and timely.
By using a two-tier cloud ERP approach, companies can save millions
in infrastructure and software costs compared to using an on-premise
deployment, and achieve in months what would otherwise take years
to complete.
Infinite Elasticity and Flexibility
Many companies worry that they will be forced to take out-of-the-box
functionality with SaaS and will not be able to meet their unique business
needs. However, pure multi-tenancy SaaS solutions often feature an
advanced development platform that can be used to extend to the needs of
the business unit. This cost of extension is trivial as the platform is designed
to upgrade these extensions through centrally managed upgrades. It’s a big
plus of typical multi-tenancy SaaS.
We see a compelling and growing need in the market for two-tier cloud ERP.
This need is especially prevalent with companies that are large and complex
with high activity levels of acquisitions, mergers and divestitures, as well as
companies that are innovating with emerging products and markets and
want a testing ground to monitor and measure the success of these new
ventures. These companies should streamline their subsidiaries, acquired
companies, divestitures and emerging countries/products on two-tier
cloud ERP as a standard, integrating it with their enterprise SAP or Oracle
corporate instance.
A stable, robust core with infinite elasticity and flexibility: We believe it’s the
future of the enterprise applications landscape.

65
Sector as a Service
For a starting business, applying IT solutions from the cloud is already the default option. And although
larger enterprises may still see inhibitors to fully embracing it, they can already turn to the public cloud to
enable new, edge business activities. Often, these activities are at the core of true Digital Transformation
and will provide the best growth opportunities. So look outside-in, at areas such as social, CRM, Human
Capital Management, collaborative procurement, but also mobility and analytics to begin to explore the
next generation of IT solutions. Create real benefits now.This contribution by
Simon Short

66
Sector as a Service
For all organizations, small or large, new or long-standing, the world in
which they operate is changing dramatically. The digital world, driven by
cloud technologies, presents huge opportunities both for success and
failure. However, it is not necessarily the technology itself that is driving
the revolution but the change in customer (and employee) behavior and
expectations that these new capabilities offer.
Most organizations are designed to do what they do internally as efficiently
as possible. Standardized processes, back-office consolidation and cost
reduction are the language of the operating model and are all focused on
the internal workings of the organization. They are designed to do a few
things as well as possible and repeat them as often as possible.
Let’s Get Personal
But today’s new consumers have different expectations. They don’t want
a standardized world; they want a personalized one – and they want it
now. Driven by their experience with social tools, the immediacy of mobile
working and their encounters with companies that have grown up with an
internet-first mentality, they expect the same of all organizations.
They want to review and order exactly what they want, when they want
it, delivered to where it is most convenient. And having done that through
one channel such as their mobile phone, they rightly expect to be able
to walk into a store or phone a call center and continue exactly the same
conversation or transaction. After all, why can’t you return what you bought
online yesterday to a store today?
All of this is happening at the edge of the organization and not in the back
office where most businesses have spent the last 10 years industrializing.
Operating at the edge calls for a new approach, not just with technology but
with culture and organization.
For a new start-up business this is second nature and applying solutions
from the cloud is naturally the default option. However, larger enterprises
often see inhibitors to fully embracing it, whether that be around data
security and compliance or the investment in legacy assets on the
balance sheet.
On the Edge: Quick Results
But the opportunity exists to use the public cloud (and a wide range of
easy-to-consume SaaS solutions) to enable new, edge business activities.
Standing up a service and trialing it in one outlet or with one team or one
set of customers can deliver results exceptionally quickly, especially when
compared with developing something on the legacy IT platform. Often,
these activities are at the core of true Digital Transformation and will provide
the best growth opportunities.
So organizations, regardless of their legacy heritage, should look
outside-in at areas such as social, CRM, Human Capital Management and
collaborative procurement as well as employee productivity tools, mobility
and analytics to begin to explore the cloud and create real benefits now.
To do this, start by mapping edge areas that create new business and
customer interaction and look to existing market SaaS solutions with a “buy”
not “build” mentality. The underlying service doesn’t have to be unique; the
way you engage with your customers becomes your unique differentiator.

67
Sector as a Service
With core applications becoming vanilla again, the differentiating edge of IT solutions will come from a
next generation of applications that are not really applications anymore. They are quickly created by gluing
reusable, catalog-based IT services together. They leverage visual, model-driven platforms that work from
business process descriptions to generate code. They use self-service BI, BPM and business rules tools
to create solutions in close proximity to the business. They apply mobility and portal platforms to create
new interfaces without diving into the software underneath.This contribution by
Ron Tolido

68
Sector as a Service
Let’s assume you have done all the things that transform your applications
landscape into a (as we define it in TechnoVision) Sector as a Service: You
have adopted industry best practices (appreciating again the taste of vanilla)
and eliminated excess instances, customization and bespoke software;
you rationalized and renewed your applications portfolio, benefiting from
new cloud platforms; you have applied some of the next-generation SaaS
solutions close to the edges of your business, possibly even within a two-
tier, elastic scenario.
Now it’s time for the cars and scooters: solutions that are created and
deployed in the nearest proximity to the business and have a fast lifecycle.
After all, being just as standardized and rationalized as your peers in the
sector is a basic necessity, really as a hygiene factor, but it will not provide
you with the differentiating qualities to stand out in the market.
For that, of course, your organization needs to establish where it’s different,
where it’s special, where it wants to apply technology to be digitally relevant.
Then you want to deploy the right processes, activities and solutions
as close as possible to where it really matters: the business. And, most
importantly, you want to have the agility to quickly implement and improve
your solutions over and over again.
At this point, we are already aware that detailed requirements will not bring
us where we need to be: too much time needed, too much friction between
demand and supply sides, too much disappointment as a result. You
probably also don’t want to build all your car and scooter solutions using
advanced, but complex programming languages such as C# or Java. They
require highly trained software engineers who are not necessarily suited –
or interested, for that matter – to work in the middle of the business, even
when agile approaches such as Scrum are used to bridge the gap between
business and IT and get optimized results within a given timeframe.
The End of (Some) Applications as We
Know Them
The future of a certain category of applications may be in not being
applications at all, at least not as we know them right now. They could be
built with tools and platforms that don’t require classical programming skills.
It might be, at least to some extent, that business people use the tools
themselves to create their solutions or – quite likely as well – business and IT
working closely together, preferably at the same place.
Need some examples?
• Platforms such as Mendix provide easy-to-use tools to create visual
business models that are turned into attractive, executable applications
without ever seeing a single line of code.
• Salesforce1 provides many different ways to create cloud-based and
mobile applications using visual UI builders and point-and-click app logic
through formulas, workflow rules, approval processes, visual workflows
and – if necessary – a simple but powerful programming/scripting
language such as Apex.
• Microsoft’s and SAP’s DUET Enterprise gives easy access to SAP ERP
services using the familiar SharePoint interface (and while we are talking
about SharePoint, what once was a portal tool now has developed into a
full-fledged platform on which collaborative applications can quickly be built).

69
Sector as a Service
Just Add Rules
Business process platforms such as those from Be Informed (“just add
rules”), Pega, IBM and Oracle only require you to insert – natural language –
business rules to create solutions that once relied on complex programming
(much more about this in our “Process is the New App” section).
Compelling mobile applications can quickly be developed with the Kony
development cloud, serving multiple devices and mostly just requiring
drag-and-drop actions plus maybe a bit of JavaScript coding. Data-
intensive intelligence applications can be built with self-service tools such as
Microsoft’s PowerPivot. And even blogging platforms such as WordPress
provide development capabilities that utilize templates and plug-in scripts to
create serious, compelling Internet applications.
When it comes to business agility, the best app might be no app. Hold
that thought.
When it comes to business agility, the best app might be no app.”

70
My Data is Bigger Than Yours
Intelligence Inside
Real Real Time
The Art of Data
Data Apart Together
The Thriving on Data cluster (together with Process on the Fly) provides the technologies that support the new user
experiences – individual and social – and in turn feed the enterprise applications with outside knowledge.
Data is no longer just within the purview of IT. It is now used and generated by customers, colleagues, inside and outside
networks, social media and increasingly even by “things.” Combine it with unprecedented capabilities to process, analyze
and store huge volumes of structured and unstructured data at almost zero cost, and it becomes clear why data is vital for
the Digital Enterprise.
With an ocean of data coming from so many sources, the classic hope for a unified, single source of truth is fading. Instead
comes the pragmatic notion of a federated, distributed supply chain of data, with multiple viewpoints, different owners and
diverse stakeholders – data lakes connected by the right web of canals.
Thriving on Data means turning all that data into Digital Enterprise intelligence. More than a science (the science of analytics),
this might well be an art, picturing data to make it meaningful. And real time now makes real sense – it is the way to turn
insights into actions.
TechnoVision 2014
Thriving on Data

71
Watch Capgemini’s
Manuel Sevilla:
“Big Data is a set of tools that is designed
to be low cost and that works on the cloud
naturally.”
TechnoVision 2014
Thriving on Data

72
Thriving on Data
My Data is Bigger Than Yours • Intelligence Inside • Real Real Time • The Art of Data • Data Apart Together
The rise in volume (amount of data), velocity (speed of data) and variety (range of data, both structured
and unstructured) gives way to new information architectures and tools that no longer only collect and
store but actually use data to create business value and provide usable insights. Start to imagine what is
possible when you are able to handle much more data than ever before, from sources inside and outside
the organization, integrated and available in near real time.
Manuel Sevilla

73
Often, the Big Data phenomenon is first seen as a constraint, an issue, a
new problem to solve. But Big Data is there; your business and of course
your IT are already impacted. It is a fact. It is time to make the most of
it, using Big Data to improve customer experiences, to increase market
share, to reduce time to market, to propose new services, to develop new
business models.
How? Well, under this new Big Data, there is a secret sauce. This new and
massive data is not coming alone; it is coming with some new technologies,
more particularly:
Hadoop: This open source and free software allows you to store and
analyze high volumes of data at limited costs. So limited, in fact, that,
in many cases, we should consider that Hadoop stores data for free
(compared with other storage pricing, it is a negligible cost).
In-memory: Working in-memory (without a hard disk, except for reliability)
provides an incredible performance improvement, often between 100 and
1,000 times faster than standard applications. Data discovery and analytics
are becoming so fast that we can say business intelligence is now truly
ready for immediate, agile use.
Event processing: This concept is about usable insights. Every time
something happens, you are able to react to create value (e.g., pushing the
right product in order to increase the shopping basket value) or to improve
user experience (predictive maintenance, fast reaction on social networks
after a customer complaint). So your operations can be guided, automated
and optimized in real time.
Cloud: All these new Big Data technologies are available from the
cloud. Among other things, this means that procurement cycles shorten
dramatically, hence resulting in a very short time to market for solutions.
But the other interesting aspect is that Hadoop, in-memory and event
processing solutions have been designed from the start to work from the
cloud and are ready for dynamic scale in both processing and storage: You
pay only what you really need.
When joining these four innovations, it appears we are able to thrive on data
without limits: as much data as needed, as fast as needed, on time and at
optimized cost. The real border that now needs to be crossed is rethinking
your business, taking into account that IT is no longer a limiting factor but
instead makes the unthinkable possible.
Now that’s what you call “Big.”
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Big Data is not really about volume; it is about the ability to analyze and act in real time using data from
sensors, transactions or interactions, both from inside as well as outside the organization. Data can be
used to solve tougher business problems, create more competitive advantage and make better, more
informed decisions in a tightly connected world. Where placing data in the hands of many previously was
a separate process, exploration now has become a part of daily work. With this comes the increased
need to create insights on the fly, done by business users instead of remote IT experts.This contribution by
Jorgen Heizenberg
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Werner Heisenberg was a German physicist and one of the key creators
of quantum mechanics. In 1927 he published his “uncertainty principle” for
which he is best known. This principle states: “It is impossible to determine
accurately both the position and the velocity of a particle at the same instant.”
This might require a short explanation for the physicist illiterates. Position
is the identification of the relative location, in other words: where you are.
Velocity is the speed and direction, in other words: where you are going.
There is a short “true story” that illustrates this. It is rumored that Heisenberg
went for a drive one day and got stopped by a traffic cop for speeding.
The cop asked, “Do you know how fast you were going?” and Heisenberg
replied, “No, but I know where I am.”
The same seems to apply for many organizations today. They know where
they are (or have been) but often they do not know where they are going.
The main reason for this is that their (big) data is at rest. It is mostly inactive
data that is stored physically in any digital form; for example, a database or
data warehouse. Also it is used primarily for historical reporting or analysis
on mostly internal data done by the IT department. Although the quality is
high (data warehouses, for example, are often associated with a high level
of data quality and creation of the single version of the truth), the time-to-
market is often slow (batch-oriented overnight architectures) and the value of
the data is therefore relatively low.
From Hindsight to Foresight
To be truly successful many organizations need to transform from hindsight
analysts to foresight action takers. This implies that the (big) data is not
at rest but in motion or even in use. It should flow in real time through the
organization and change business outcomes on the fly. Not by a small team
of IT experts but by everybody within the organization.
Big Data has created a paradigm shift in the way we look at decision making
today. Traditionally, structured data from internal systems like ERP has been
the main source for this. Now unstructured data comes from sensors in
machines, planes, trains, automobiles or even your fridge. They add to the
amount of data available.
But this is also the time where external data, from websites or social
media, tells us much more about our own performance. Not with facts or
dimensions from the IT data warehouse but with opinions from Twitter and
likes on Facebook by your customers. This is the time where Facebook
can predict when somebody is about to cheat or commit suicide, where
Google can predict a flu outbreak, or retailers can predict that your teenage
daughter is pregnant. It is about bringing outside intelligence inside
your organization.
Although the name suggests otherwise, Big Data is not only about volume.
Volume is about data at rest. It is about storing massive volumes of data
against lower cost. Big Data also is not about where you are (position)
but about where you are going (velocity) with speed as the deciding
factor. Research (for example, by The Economist) shows that most C-level
executives are convinced that value from data can be found in real time.
Supported by technology – like in-memory – business users must therefore
quickly find usable insights in Big Data from inside and outside their own
organization to make decisions on the fly.
To me, there is no uncertainty in that.
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With advances in Big Data such as the ability to store extremely large volumes of data, to deal with various
formats – both structured and unstructured – and to apply complex analytics to up-to-date operational
data, we have reached a true inflection point. The “end of batch” makes us think far beyond just stepwise
improvements of existing business processes, as the need for queuing, waiting times and intermediates
disappears completely. Organizations that have the imagination to reinvent themselves can make a
decisive leap forward.This contribution by
Manuel Sevilla
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The first time I worked as an IT engineer was for a large bank and everything
was done on a big IBM mainframe. Every program was designed to be
transactional (i.e., in direct link with a human, with an average performance
goal of seconds) or batch (i.e., no interaction needed with a human, average
performance goal was an hour).
Technological evolutions have led us to go faster and faster, but at the
same time to deliver more complex processes or with much more data, but
IT still kept a gap between transactional and batch. Today, technological
developments enable us to really change the game.
In-memory computing and data storage combined with event processing
technologies and real-time replication allow us to say that it is easier, faster
and cheaper to deliver in real time what used to be batch. This is where the
new technology underneath SAP’s HANA and Oracle’s Exadata/Exalytics (to
mention only the most obvious examples) starts to shine. If we can use one
and the same system – all in-memory or whatever does the job – not only to
store transactional data in real time but also to analyze it in a split second so
that we can act in real time, something truly transformational is lurking around
the corner.
Consider an ERP system (like those from Oracle or SAP). Now try to guess
what has happened during the last hour on this system. This is a very difficult
question. And “difficult” in IT means costly, highly intrusive and slow. And
once we have the complete list of all the events (or more probably a long list
of events where maybe we have missed some), it will take time applying our
business rules to all these events.
Go Very Fast
Conversely, ask the same ERP system to send you, in real time, a copy
of each event it is processing. Then you do not have to dig into historical
events; then you have one isolated event to which you’d like to apply a
business rule (or not); and then you’re able to go fast; very fast; very, very
fast. And it is cheaper too.
Finally, you’re able to do something truly new: Reacting early, sometimes
proactively, is about new opportunities, new services. If you’re with a bank,
before each transaction, you can detect fraud or money laundering in order
to cancel the transaction immediately. If you’re with a retailer, you’re able to
push a targeted promotion based on current basket. If you’re with a telco
company, you’re able to react immediately after a VIP customer encounters
network issues. If you’re with an energy provider, you’re able to optimize
your smart grid in real time.
The challenge to both IT and business is not to consider the new capabilities
as just another trigger for stepwise improvement. It requires fresh thinking,
potentially leaving behind most of what we think we know about a process.
What does it really mean if we can perform profitability or cash analysis at
any time of the day, based on the actual transactions going on? What does
a supply chain look like if it is driven by the mood of the hour – or minute – at
the points of sale? What about credit scoring if a request can be analyzed in
depth on the spot, in seconds?
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The End of Batch
SAP’s CTO Vishal Sikka not so long ago announced the “end of batch”
during a keynote. And indeed, if our systems are powerful enough to store
and process any input the moment it is created, there is no more need for
piling up, no more waiting queues, no more intermediates.
Clearly, the impact of this end of batch goes much further than IT processes
and systems. It indicates nothing less than an inflection point for business,
and we need to imagine where it can lead us if there are no waiting times.
For anything.
Finally, I would like to discuss the “real real time” expression. I still remember
a customer who wanted to do BI in real time. Ten years ago, one of my
architects started by designing a complex and expensive solution to deliver
KPIs in real time, and came to me to validate the solution. I asked her what
the customer meant by “real time.” She said “probably a few seconds.” Then
we called her customer. His current BI system was computing KPIs only
once a month, and the whole process took about 15 days, which meant 45
days of delay. He was dreaming about having the KPIs in “real time,” which
meant for him in one or two days.
Formally speaking, real time doesn’t exist in IT: The minimum response time
is a CPU cycle after all. I have heard customers or vendors speaking about
“business time,” “right business,” “close to real time.” Some (of the more old-
fashioned, no doubt) speak about “mini batches” or even “fast batches.”
Whatever your definition, start imagining what “Fast Data” and real time
would mean to your business. Not just speeding it up. But actually
redefining it.
Thriving on Data
Organizations that have the imagination to reinvent themselves can make a
decisive leap forward.”

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The main issue with data is that it is often difficult to both understand and exploit for everyday knowledge
workers, as it is often isolated from the actual activities they are involved in. We need to apply “data art”
to embed data in the operational fabric and make intelligence to the point, insulated from the underlying
data complexities, instantly consumable in the context of the interaction and, therefore, instinctive in its
application. Think about infographics, accessible visualization, interactive presentation technology and
usable metrics as crucial elements of your evolving data art palette.This contribution by
Simon James Gratton
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Come in Data Science, Your Time is
Almost Up!
Forget “move over Beethoven,” it’s Einstein who needs to make way in the
journey to the intelligent customer-centric organization.
Recent focus on data science and data consolidation has failed to
address the real challenge of making information accessible and usable
to “in-process,” customer-facing knowledge workers without them being
jettisoned into a mass of meaningless analysis, delay and interpretation.
With average employees taking over 20 minutes after interruption to resettle
into high-value business activity, the future of data rests firmly with data
artists (yes, that’s you I am talking to, Vincent, Pablo, Claude...).
Acquisition and marshaling of data is now a commodity as underlying
data technology reaches a mainstream tipping point and cloud adoption
accelerates further. Big Data outputs remain married to the complexities
of our corporate data silos, and our journey to data enlightenment remains
shrouded behind a veil of Ph.D. statisticians.
With our data assets and data science heading for the divorce courts and
our users increasingly frustrated by our inability to deliver meaningful insight,
data art is the relationship counselor to whom we all need to look.
If we think of data science as our regular banking transactions (in short,
capturing the business event data across our points of party interaction),
data art is the credit card, as it enables us to make sense of our spend in
a format that has personalized context and that enables our knowledge
workers to continue to operate at business pace.
Does My Report Look Fat in This?
A Paint-by-Numbers Guide to Success
So, you are ready to “van Gogh” and concede that Big Data success now
requires more art than science. What are your next steps?
1. Expand your data toolkit with infographics and visualization tools.
From infogr.am to easel.ly, through piktochart to visual.ly and quid we
need to progressively simplify the complex using accessible visual
metaphor technology.
2. Adopt non-linear intelligent presentation approaches. Armed with
“Dan Roam” mentality and with your printed linear slide decks consigned
to the waste bin, try out cloud-based visual presentation technologies
such as Prezi, Sliderocket and Slideshare to consolidate your ideas
from numerous consumer perspectives via a data-driven, dynamic and
non-linear format.
3. Embrace Usable Metrics. With Eric Ries calling to you softly through the
background music of “Chariots of Fire,” take progressive action to ensure
your reports and visualizations focus on a small but perfectly balanced
set of metrics through which you can easily monitor the development of
your business accurately and, of course, incrementally.
So while data science may provide our corporate data “pump,” data art
delivers an organizational “smart meter,” ensuring the right information
is delivered efficiently into the hands of knowledge workers in the right
format at the appropriate time to deliver the very best next-generation
customer experience.
Moreover, it’s coming to a boardroom near you very soon.
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To succeed digitally means being able to leverage information across disparate organizational units
in a consistent way. In this federated world of information, the strength of the links between services
determines how genuinely digital an organization is. Governing these core pieces of master data helps the
business remain in control in a more distributed, loosely networked context. New tools and technologies
can help keep this master data managed, but it’s the business governance of information as a corporate
asset that really creates the unified view of organizations that are working apart together.This contribution by
Steve Jones
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In 196 BC, King Ptolemy V made a decree at Memphis. At the time Ptolemy
ruled a large empire that had multiple languages and spanned what
is today many different countries in the north and south of the eastern
Mediterranean. The decree was inscribed on a stone in three languages –
Ancient Greek, Demotic and in Ancient Egyptian hieroglyphs. The discovery
of this stone, now called the Rosetta Stone, in the 19th
century eventually led
to the understanding of hieroglyphics.
So how does this story relate to modern business? The answer is that it
is the ability to translate between different languages – or, in the business
context, different organizational definitions – that enables multiple parties to
collaborate and be understood.
With information now coming from more and more sources, and with
those sources increasingly being external to an organization, the need to
create the Rosetta Stone for information moves from important to critical in
determining the ability of an organization to successfully leverage value from
information. This is not a technical exercise but one of business governance,
and it is at the heart of information as a corporate asset.
Between data sets there are core pieces of information about which an
organization wants to perform analytics. This could be to identify customers
between internal systems and their activities on social media, to see how
government open data around demographic information can inform a sales
forecast, or seeing how procurement can better optimize purchasing by
understanding which products can be substituted between suppliers.
The Pieces of Stability
These key pieces of information are the master data: customers, suppliers,
products, locations, channels and more. They are the pieces of stability in
a distributed or even fragmented information landscape around which the
events, transactions and notifications flow. To understand the volume of
information it’s essential to have accuracy on these core pieces of data, a
small percentage of the volume but the difference between having reliable
and unreliable analytics.
This is not about having a complete, single-source-of-the-truth view of the
information about, for instance, a customer and governing every attribute.
Yes, Central IT may desire to drive single solutions around data – through
Enterprise Data Warehouses and the single canonical form – but the
business often has a culture of heterogeneity and likes local solutions for
information (see also our Business Data Lake vision). This is simply about
being able to uniquely identify a customer across all channels, even if they
are far away from each other and not aligned in any other way.
A Reliable View of the Real World
Master data therefore is about turning database records into a reliable view
of the real world so when an individual walks into a bank you know all their
accounts and all their interactions. It’s about knowing that the two suppliers
make products with the same specifications and tolerances that you require,
so you can negotiate better prices. Master data management is about
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where it delivers value and where it enables business collaboration around
information.
The job of technology is simply to industrialize and automate the processes
that are established and help the business to deliver the islands of stability
that make federated information work. And when properly combined with
Process on the Fly and cloud technologies, it will bring organizations to the
next level of agility as well.
When dealing between companies, there have always been contracts that
lay out the terms and conditions of a relationship. Master data does the
same for an organization in its dealings both internally and with partners.
It is the contract that enables the collaboration to be done in a secure and
reliable manner. No group of companies would embark on a major joint
investment project without doing the legal and financial due diligence.
As information becomes ever more the foundation of value in such
relationships, it is essential that organizations – federated and only loosely
aligned as they often are – make the same investment in rigor around
information.
Thriving on Data
It’s the business governance of information as a corporate asset that really creates
the unified view of organizations that are working apart together.”

84
Shades of Process
Process is the New App
No Process
String of Silos
Co-Process
The Process on the Fly cluster (together with Thriving on Data) provides the technologies that support the new user
experiences – individual and social – and in turn feed the enterprise applications with outside knowledge.
The internal workings of an organization traditionally obeyed to well-defined, extremely stable processes. It used to be a life-
changing event – nothing short of a real transformation – when these processes had to be substantially modified.
Nowadays, few things are carved in stone, and processes are certainly not among them. For the organization to entertain
permanent, close relationships with its customers, and more generally with the inside and outside world, fixed ways of
working will not suffice anymore. Agility and responsiveness are key attributes of the Digital Enterprise.
This is where advances in business process and business rules management technologies come in. These have evolved
from being able to execute meticulously described, sequential workflows to supporting all sorts of adapted and adaptive
process flavors: from document-based to role-based, from ad-hoc collaborative to “no process” at all.
Too few know it, but process technologies are now so versatile and powerful that they enable ways of
doing business that yesterday were deemed impossible – even across silos.
TechnoVision 2014
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Watch Capgemini’s
Lee Beardmore:
“Process on the Fly allows us to work more
effectively and collaboratively to improve and
streamline the processes through the use of
technology.”
TechnoVision 2014
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Process on the Fly
Shades of Process • Process is the New App • No Process • String of Silos • Co-Process
There are many ways to define, run and manage processes. The state of the art in Business Process
Management tooling makes it possible to improve processes in many different ways. Forget carving
these process definitions in stone. Nowadays, depending on the specific improvement needs, BPM can
provide various flavors of agility, ranging from classic, pre-defined, workflow-style process integration via
document-based interaction to dynamic, rules- and policy-based process choreography. It makes process
the powerful twin sister of data.This contribution by
Ard Jan Vethman

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What if we were to look at the processes within our organization the way we
look at Google Maps? Could we identify the different “shades of process”
immediately?
We all know the benefits of a good navigation system, using up-to-date
roadmaps and real-time traffic information (including your own position on
that map). The way we travel by car today is so much more advanced than
the state of transport was, say, two centuries ago. But how well do you
know the traffic that goes on in your own organization?
Just think what it would mean to have the “sat nav” level of insight in your
business processes as well.
Let’s stay with our analogies for now and have another look at our
Trains and Scooters Design for Digital building block. It differentiates the
applications landscape in terms of agility and associated applications
lifecycles. The train applications are the most stable and predictable,
followed by bus, car and finally scooter applications. But who is planning
and optimizing this complex “transportation network”? And how do you
design a network with a mix of different lifecycle modes?
Building a Process Network
It immediately becomes clear that the analogy also works well for our
shades of process. A train network and schedule is based on standardized
routes where the time between stations is known down to the minute. The
processes served by the train applications are therefore more straight-
through processes with few exceptions. Nevertheless, many people still
prefer to take a car and have the freedom to stop where they want, or take a
diversion if they choose.
The bus network obviously has many more stops and potential delays and
detours, requiring a different kind of optimization, and cars use even more
routes (and carry individual passengers) at different speeds. As mentioned
above, this mode of transport has been impacted the most by our ability to
use real-time maps and traffic information to optimize our route planning.
And scooters may take shortcuts that were not foreseen in the street design
(the so-called “elephant paths”).
The analogy between a transportation network and the “data super highway”
becomes even more relevant when we consider that many of the current
data packages used to be physical documents transported between trading
partners (like letters and officially sealed documents), and that many of the
current products are becoming more digital (like music and movies, but also
due to the 3D printing revolution). So it is realistic to expect that one day
you may see your processes just as clearly as if you were looking at Google
Maps (including the associated mash-ups to project data onto these maps).
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Improve Your Processes, Over and
Over Again
This is where Process Mining comes in: a set of algorithms that analyzes
process event data and constructs the network of possible routes and traffic
densities on these routes from the event data. This way, you discover how
data actually travels through the processes within your organization (rather
than how you thought you designed it). And one of the typical discoveries
is that there are many more scooters moving around than you expected,
some using smart short cuts, but others using not-so-smart, risky non-
compliant short cuts. Once you know this, you can either try to get people
back on the bus, or you can try to provide better optimization information to
individual drivers so they can safely get to their destination in the shortest
time possible.
So start building your process network more interactively using process
mining and discover all the different shades of process and the associated
optimal applications lifecycles within your organization. Then use this
information – and the right portfolio of BPM and business rules management
tools – to improve your processes, over and over again.
Process on the Fly
Nowadays, BPM can provide various flavors of agility. It makes process the
powerful twin sister of data.”

89
The next generation of Business Process Management and business rules management tools is so
powerful that it actually can be seen as the successor to custom-built applications. Being able to define
detailed process flows and decision trees helps on both the business and IT side to create powerful,
differentiating solutions that would have required extensive custom coding in the past. Now much of the
definition can be done on the fly, using visual models and (semi) natural language in the nearest proximity
to the business.This contribution by
Léon Smiers
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Over the years, ERP systems have been customized to enter organization-
specific functionality into the ERP application. This leads to better support
for the business, but at the same time involves higher costs for maintenance,
high dependency on the personnel involved in this customization, long
timelines to deliver change to the system and increased risk involved in
upgrading the ERP system. However, the best of both worlds can be created
by bringing back the functionality to out-of-the-box usage of the ERP
system and at the same time introducing change and flexibility by means of
externalized “process apps” in direct connection with the ERP system.
The ERP system (or legacy bespoke system, for that matter) is used as
originally intended and designed, resulting in more predictable behavior of
the system. The process app externalizes the needed functionality into a
highly customizable application outside the ERP for which it is supported by
rules engines and task inboxes and can be delivered to different channels.
The reasons for needing process apps may include the following: The
ERP system just doesn’t deliver this functionality in a specific industry; the
volatility of changing certain functionality is high; or an umbrella type of
functionality across (ERP) silos is needed.
Bringing It All Together
An example of bringing all this together is around the hiring process for
a new employee at a university. Oracle PeopleSoft HCM could be used
as the HR system to store all employee details. In the hiring process, an
authorization scheme is involved for getting the approval to create a contract
for the employee-to-be. In the university world, this authorization scheme
is complex and involves faculties/colleges (with different organizational
structures) and cross-faculty organizational structures.
Including such an authorization scheme into PeopleSoft would require a
lot of customization. By adding a handle inside PeopleSoft towards an
externalized authorization process app, the execution of the authorization
of the employee is done outside the ERP: in a tool that is aimed to deliver
approval schemes via a worklist type of application.
The process app here works as an add-on to the PeopleSoft system, but
can also be extended to support the full lifecycle of the end-to-end hiring
process with the possibility to involve multiple applications. The actual core
functionality is kept in the supporting ERP systems, while at the same time
the process app acts as an umbrella function.
Gaining Flexibility Outside the ERP System
How to get there? Bringing the flexibility outside an ERP into a process app
can be brought into the landscape from two extremes:
• First of all the most basic one: At some point in time a technical upgrade
is needed for the ERP, the product version is out of support or the version
is not working on a higher version of the operating system. Technical
upgrades are a good time to understand and reiterate the need for excess
customization in the ERP systems. Aim for a plain vanilla upgrade and
investigate the potential for flexibility outside the ERP system, which can
be implemented via process apps.
• The second reason aligns with the String of Silos concept of TechnoVision
2014: An “umbrella function” may be needed across silos, and process
apps can contain the process logic, rules and information that are
essential to deliver the business outcome, supported by the functionality
contained in the ERP systems underneath.
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Building on the next generation of Business Process Management, business rules, event processing
and case management platforms, new flavors of process can be modeled, executed, monitored and
managed. Guided by context-sensitive and analytics-driven support, many fixed, inflexible processes
can be replaced by concurrently executed activities that optimize the time of human resources and their
knowledge by having them “swarm” around cases and results that need to be produced, never following a
predefined path. So in the end, the ultimate process might be no process at all.This contribution by
Roeland Loggen
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For quite some time, process models, procedures and process-based
work instructions have been used to attempt to influence the behavior of
employees, in the hope that this creates efficient, customer-friendly and
compliant processes. And, as part of IT innovations, Business Process
Management technology has been used to create process-aware systems,
in the form of workflow systems, that coordinate the execution of processes
using these process models.
Although these process models have their power, they have two serious
problems:
First problem: As an instrument for influencing behavior, process
models are not very motivating. Quite the opposite. Most people prefer
to leave process models in dusty binders as long as possible. And if they
use them, often hesitantly to try to find how to deal with a situation, they
frequently get lost (as these models are often incomplete, sometimes quite
abstract, and not organized towards the contextual, situation-specific
approach).
Second problem: Process models are rigid. When a customer request is
delivered following the process model, the model is usually deaf and blind
for unexpected events, new insights and needs for other activities or paths.
Thankfully, most of the time, employees are smart enough to work around
the process when needed, but unfortunately we all encounter employees
who are not.
Putting Limits on Freedom
You might compare the use of these process models to driving towards a
certain location using a prescribed route that you brought along on paper.
You enter a large traffic jam, but don’t know an alternative. You pass a
beautiful forest, but don’t want to leave the route as you are scared to get
lost. You realize you want to buy some food on the way, but again are afraid
to detour. The process model limits your freedom. And then the inevitable
happens: An exit has been blocked due to roadwork. The paper process
model is suddenly useless.
Of course, one can attempt to create an all-encompassing model, with all
possible events, rules, activities and routes. But this path won’t work. First,
the process model will explode in complexity. Second, some situations
simply cannot be fully prepared at design time. Think of a complex diagnosis
and treatment in a hospital – the possible symptoms, causes, treatment
interventions and patient reaction to treatment. You can’t know everything
upfront; the process path will emerge, patient by patient.
In modern car driving, the technology (not perfect, but quickly maturing) to
better deal with these process model aspects is, of course, the navigation
system. Modern navigation systems offer the strength of a process model
(direction: What’s the next move to get from A to B?) without the limitations:
• Context driven: The system knows where you are, and gives you only
the relevant information.
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• Responsive: The system offer insights (traffic jams, road blocks) and
suggests other routes.
• Goal driven but flexible: The system doesn’t impose the route – if a
driver decides to take another direction, it simply adapts and determines
a new route to B.
• Supports compliance: The system is capable of advising against certain
actions (for instance, driving wrongly into a one-way street), using signals
and smart routing suggestions.
Does the driver feel he or she is part of a process? No, not really. That’s why
we call the trend that we see in these solutions “No Process.”
Just Enough Process
These no-process solutions are proving their value in business as well. In a
business context, they can be seen as flexible case management systems
that have swarms of possible activities floating around customer cases.
Based on technology for rules and events, for a specific customer case,
the system can suggest possible “next best actions.” This supports the
employees to handle (navigate) the situations they encounter. In a way these
solutions offer “just enough process,” helping employees to pick the best
(goal-driven) activity, but allowing the employee to choose another activity or
path to deliver the best value.
No process: The perfect solution for today’s knowledge worker times. Have
a nice trip to your destination – happy customers and engaged employees!
Process on the Fly
These solutions offer “just enough process,” helping employees to pick the best
(goal-driven) activity, but allowing the employee to choose another activity or path
to deliver the best value.”

94
An end-to-end perspective across departments, applications and even companies is within reach.
Business Process Management provides the options to break down the barriers between business and
IT silos without the need to reconstruct the silos themselves. After all: Silos are good, if you use them for
the right purposes. A flexible, BPM-based layer on top of packaged solutions or homegrown applications
quickly brings true business agility and better insights, but without disturbing the stable assets that are
captured in the underlying core systems.
Process on the Fly
Simon James Gratton

95
Don’t Fly too Low or Solo Through a Silo!
Business processes are literally devastated when multiple applications
are tightly coupled to multiple applications via each low-level application-
specific API and data model. It drives unnecessary complexity into your
organization’s integration layer resulting in unnecessary duplication of effort
across teams.
Who’s Afraid of the Big Bad Silo?
The CIO Apparently
Silos are not always bad as they provide a level of secure distributed
processing akin to “logic firewalls.” Despite this benefit (perhaps due to
a history of ERP consolidation), the modern CIO still suffers from OIS
(Obsessive Integration Syndrome), which is further compounded by the
illusion that centralization is more cost effective than the new cloud-enabled
distributed processing model.
This ailment is serious and requires treatment that comes in the form of a
concoction of BPM, MDM and SOA psychology that should be administered
liberally to all disillusioned areas of your IT function.
Treating the Ailing CIO With “String Theory”
So, relax as we are not delving into advanced physics here (although solving
this issue may warp your own personal space-time continuum). Rather, it’s
an approach where application-driven integration is replaced by process-
driven outcomes against a “string quartet” of processes, rules, data and
application silos (see accompanying diagram).
In short, if we attempt to push process re-engineering efforts from the
application layer, the rules and related data foundations are too specific to
the underlying systems (APIs); hence our corresponding logic is unlikely to
be reusable.
Our string folds under this pressure as we need to expend enormous effort
on low-level integration, which in turn means that our new processes not
only lack the intended business agility but, in a bitter twist of irony, actually
make the situation worse.
Process on the Fly
TIGHTLY
COUPLED
PUSHING THE
STRING FOLDS!
EMBRACE NOT REPLACE
YOUR SILOS
PULLING THE
STRING HOLDS!
PROCESSES
DATA
SILO
APP
SILO
RULE
SILO
SYSTEM FOCUSED BUSINESS AGILITY AXIS OUTCOME FOCUS
(EVENTS)
LOOSELY
COUPLED
TECHNOLOGYINTEGRATIONAXIS
PROCESSES
PROCESSES
DATA
SILO
DATA
SILO
APP
SILO
APP
SILO
RULE
SILO
RULE
SILO

96
Like a Puppet on a String – Leverage
Your Silos
In the infamous words of the Sandie Shaw ’60s hit song, and for 55% of
respondents in our Global Business Process Management report, it seems
that the lack of “collaboration culture” (with technology at a tipping point)
is the main barrier to success. We therefore need to accept and align our
efforts across our organizational barriers like the proverbial puppets on
a string.
If we start from a common business outcome, then pull only the required
processes, rules and information from an interlinked event perspective, we
are more likely to align lines of business and existing disconnected projects
to our “embrace not replace” cause.
We ensure the string holds as we have built our process and rules in the
context of the business outcome and, although we may still have underlying
application silos, we are both leveraging these assets and gradually
increasing business agility over time.
Ensuring Your Future BPM Investment is not
Money for Old Rope
So, how do we save our CIO from further suffering in his quest for
process transformation?
Focus on common business pain and scope tightly. Prioritize an issue
that impacts multiple core processes and spans political boundaries. Get
a C-level sponsor (the CEO works!) to align key stakeholders towards a
shared-benefit model unlocking departmental budgets, reducing duplicitous
project effort and, finally, smoothing unnecessary resistance to the change
being implemented.
Institutionalize an outcome-orientated approach. Ensure that the scope
of your project is constrained to just the processes, rules and information
that are essential to deliver the business outcome. At each process
iteration (or “shade”), ensure you monitor your progression accurately
without deviation.
Simplify and standardize but do not integrate unnecessarily. Ensure
that you embrace concepts such as Process is the New App and Data
Apart Together to wrap your applications silos within an insulated agility
layer of standard data, services and rules that are event-centric rather than
system-centric in nature.
Finally, don’t forget that when it comes to effective use of silos in your BPM
program, “You can pull a string and it holds, but if you push it, it folds!”
Process on the Fly

97
Business Process Management tools originated from platforms that focused on fixed, predefined
workflows. But nowadays, the newest BPM platforms include all types of social networking and process
improvement support via different channels. This way, even the early development but also deployment
and continual calibration of processes can be done more collaboratively. Processes will “listen” to social
networks, and you might even become “friends” with a process to follow the performance and progress of
a process online and in real time.
Process on the Fly
Fernand Khousakoun

98
An organization’s processes have traditionally been seen as a secret sauce
in its success and hence treated as closely guarded assets. This lack of
transparency has been compounded by having multiple overlapping silos
within many organizations, each governing their own set of processes. This
has inhibited the flow of information within enterprises, leading to the rise of
information and process autocracy.
In our view, this absence of process collaboration will be increasingly
seen as harmful for business in a highly connected world. Organizations
are being forced by market dynamics and consumer expectations to not
only adopt but embrace information and process democratization. In this
new scenario, customers, partners and suppliers expect to have real-
time access to relevant and meaningful process information during their
business interactions.
Collaboration at the Heart
Leading BPM platforms have stayed abreast of this paradigm shift,
and introduced capabilities that accelerate this thrust to a much more
collaborative environment. The likes of Pega, IBM (Blueworks Live) and
Software AG’s ARISAlign have embedded these collaboration capabilities
at the heart of their platforms, right from modeling a process to executing
and optimizing it. So today internal and external stakeholders can participate
across the entire spectrum of Business Process Management to deliver
a truly collaborative process, capturing crucial process knowledge while
doing so.
These platforms also facilitate certain aspects of the process to be shared
with a wider audience, allowing for ongoing feedback and improvement.
One way this is being done is by “listening” to social networks to understand
consumer sentiment and linking it to the organization’s processes. It is
now even possible to become “friends” with a process and follow its
performance online and in real time.
Business Process Management thus becomes a living, participative and
rewarding activity. It’s actually fun to be involved in processes that turn into
co-processes.
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99
Object of Desire
Zen of the Task
Sweat the Assets
Get a Life
End User, End Producer
The You Experience cluster (together with We Collaborate) groups the technologies that are visible to the user,
individually and collectively.
Arguably, spectacular advances in the user experience of technology are most responsible for the increased popularity of
IT, to us as consumers, and then also in our business roles. We are able to create our own, individualized experience, in
which we wrap ourselves into the information and apps we want and need, presented to us in the way – and through the
mix of devices – that we like.
Compelling user experiences – for the customer, for the employee, for the partner – are musts for the competitiveness of
the Digital Enterprise. To create and sustain them, the enterprise has to create the platforms that make it easy for users to
turn producers.
To be compelling, the mobile user experience should not just be a trimmed-down version of what used to be available at
the office: Work and activities need redefining in the mobile perspective.
In all cases, the divide between personal and work life is blurring, and it’s up to the
organization to facilitate the right mix between enterprise-level security and
manageability and an unrestrained, exciting You Experience.
TechnoVision 2014
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100
Watch Capgemini’s
John Morada:
“In the You Experience, we look at the
five building blocks that make up a highly
customized all-channel user experience.”
TechnoVision 2014
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101
You Experience
Object of Desire • Zen of the Task • Sweat the Assets • Get a Life • End User, End Producer
We are spoiled, “consumerized” users of technology. We expect compelling, aesthetic user experiences
as a default and we want to use our own, favorite devices. If that expectation is not met, we disconnect; in
our role as consumers, but also as enterprise workers. How can business address this? Create desirable
apps that facilitate specific tasks and contexts and hide what’s underneath. Apply design thinking,
gamification and responsive design so that the apps morph into the overall experience of clients and
enterprise users. Turn your mobile app store into a candy store and enable any device.This contribution by
Andreas Sjöström

102
On top of most corporate digital agendas today is digital convergence.
Engaging and inspiring user experiences across all channels give products
and services unprecedented reach.
Most of us have adopted smartphones, some nearly literally, and rely on a
multitude of apps for both business and pleasure. For all practical purposes,
the smartphone has become a remote control of life enabling us to manage
everything from relationships to financial transactions. The combination of
superbly designed phones and visually stunning apps reaches to the level of
being a fashion statement, a statement of character and identity.
They have become objects of desire.
Functionality is Not Enough
User experience and user interface design can be summed up in one
word: beauty. Unless the apps or response sites are gorgeously designed,
risks are that users will find alternatives. Functionality alone is not
enough anymore. This means that IT now has to deal with engagement
requirements being business critical.
Besides design aspects, mobile teaches us the true value of ubiquitous
access to information and it enchants us with new and unexpected context-
driven value. (A great example of an app that engages the user with
context-driven value using location, the phone’s camera and open data is
FlightRadar24).
In many sectors, mobile has become the new normal (most usage is
driven from mobile devices), for example, in the banking and travel sectors.
The design trend in these sectors is clear: New-generation solutions are
designed for mobile first and with a strong design ambition.
Engagement can also be accelerated using different types of relevant
gamification. For example, use top lists of opted-in users based on activity,
create levels of achievements, and award the highest achievers with perks
and offers. (FourSquare is an example of a gamification-driven community
for location check-in; you may also want to check out Badgeville for its multi-
channel “behavior platform,” which aims to engage both customers and
employees).
Design Best Practices
Most successful innovative and stunningly designed solutions were the
result of agile design-driven development. We have found the following best
practices critical:
• Define and maintain scope and requirements using sketches and mockups.
• Use personas and scenario maps to identify relevant contextual value.
• Design style sheets and mood boards used across all digital channels.
• Collect feedback from users in target groups using prototypes.
To ensure that your solutions become objects of desire, we recommend
embracing four cornerstones: inspire the user, enchant with context-driven
value, enable personalization and include some level of innovation.
Regardless of what solution you take on next, if it’s a mobile app, a
responsive website, a Google Glass app or a Leap Motion controlled
innovation, following these best practices maximizes the chances of being
taken to your user’s heart, as an object of desire.
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103
You Experience
Don’t create confusion by building your traditional GUI and fixed workflow approach into your mobile
app. It’s no longer about the process, it’s about the task at hand. Make it easy for your customers and
employees to handle single, focused tasks, supported by the features on their devices. Don’t over-
engineer the app and don’t try to put too much functionality in it. Rather, create a new app to serve a
specific need. Follow the “Elephant Route,” the shortest, most effective route. Keep it simple, it’s the task
that matters: There is no process.This contribution by
Frank Wammes

104
This weekend, I had a deep discussion with my son about priorities in life,
organizing work and, most importantly, the art of self-discipline. He was
proud to have a good “work-life balance,” spending two hours on homework
and three hours on TV and gaming daily. He claimed to have a great way
of organizing his work, being able to memorize everything on the spot, and
perfectly capable of putting – and keeping – himself to work.
His school results were nevertheless declining and our joint analysis showed
that in actuality he only managed 1.5 hours of effective homework every day.
Although he spent more time at the table with his homework, this was not
leading to effective study. It turned out that the greatest issue he had was
concentrating on the task at hand, as well as setting a clear task for himself.
And even if he knew what he wanted to achieve, he had difficulty keeping
himself focused. This was particularly due to the books he needed to study,
which were full of side topics, pictures and other distractions.
Although age is clearly a dominant factor in the story of my son (it will go
away eventually, right?), I am convinced that we face similar issues in the
business context.
Driven to Distraction
We try to achieve our objectives every day, but we often find ourselves
distracted or confused by all the information and events that keep coming
in by mobile and other channels. There are many things we could be doing
at the same time and often information technology tempts us with many
options and potential actions to choose from.
This is the reason why the world of personal productivity (think Bullet Journal
and Getting Things Done) thrives as never before, as we are desperately
looking for better ways to achieve our goals. Most of these methodologies
focus on bringing everything that needs to be done down to clear and
simple tasks – tasks that can easily be defined and lead to specific, tangible
results typically within a short, pragmatic time box.
This also relates to creating a highly individualized, focused “You
Experience.”
There are many experiences to be supported – from desktop to mobile
– and with more alternative channels popping up, organizations tend to
overflow them all with the same information, options and actions to be
taken. This leads to ineffective behavior both by customers and employees,
who might easily be frustrated by the complexity of an application or
seduced to take side steps, continuing to circle around the task at hand
without actually finishing it.
If you want your customers to engage, to interact, to buy, and if you want
your employees to be productive and results oriented, you need to supply
them with simple apps that focus on the task and nothing but the task. This
requires a fresh look at your processes, as mobile channels are not just
another way of getting access to the same information and applications
that are available through laptops and desktops at home or the office. Yes,
mobile channels often break the dependency on location and time. But
they also give way to potentially many concurrent, competing streams of
information and events, all screaming for attention.
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105
Break the Process
So break the process: Provide your customers and employees with
piecemeal apps that help them to achieve a very specific objective. Supply
them with all the contextual information they need beforehand, so they don’t
have to search for it.
Think mobile first and design the process, if any, from there, rather than
simply providing your existing, complex processes with a mobile front end.
It’s also crucial to differentiate between providing information and facilitating
a task. They can involve quite different channels. You might, for example,
capture your run performance with the Runkeeper app and share the
analytics and discuss them with your friends through more complex web
applications. Some of the most successful mobile apps take this approach
(notably Snapchat, the people who heroically turned down a $3 billion offer
from Facebook).
Keep your apps simple and basic. Empty your processes. Find options,
actions and information you can get rid of. Have a Zen state of mind about it.
It’s all about the task.
You Experience
Focus on bringing everything that needs to be done down to clear and simple
tasks – tasks that can easily be defined and lead to specific, tangible results.”

106
You Experience
It’s not the fact that you can push information that makes mobility one of the great change drivers in
information technology; it’s the assets within the device that enable new approaches. Using location
knowledge, direction, movement, sight and sound – combined with context awareness – provides huge
potential to create compelling customer and employee experiences. So apply device assets to the full
extent to maximize your impact on whomever you want to reach.
Bernard Helders

107
We haven’t seen the beginning of mobility yet. Smartphones, watches and
wristbands, sensors, glasses or foldable displays, the proliferation is there
and unstoppable. High time for a mobile-first strategy.
Being there with the right content and messaging for your employees,
customers and partners is paramount. A new generation increasingly lives
in an “alone but still together” space and is likely to stay there as they get
older. Their window on the world is defined by an online, social and mobile
binocular. So we better make sure we get in their picture.
Get In the Picture
How? Consider the following:
You need to be found. Mobile apps, store locators, digital displays with QR
codes that lead to your company’s messages or, increasingly, games, are all
new ways to get attention.
Or you need to find them. Mobile devices have geo location and if applied
with caution and consent, consumers are open for personalized offers in
the right context. iBeacon and comparable indoor location technologies are
recent additions to delivering tailored, location-aware messages (see for
example how Macy’s is piloting it).
Think customer journeys. Customers want to interact when, how and
where they like it, 24/7/365. Interactions need to be relevant, tailored and
personal. All channels need to work consistently together to provide a
seamless experience, with the ability to interrupt and resume the journey.
Hassle free.
Influence at the moments of truth. The moments of decision are crucial
in your interaction with customers. Many potential customers will never be
seen again, simply because they don’t like your app, website or storefront.
There are many ways to improve the dialogue. Location and context
awareness are among the potential tools. Augmented reality is another.
Small in-device or storefront cameras can estimate age, gender or mood,
thus providing a better way to start the dialogue in a more relevant manner.
Provide sharable content and the community will do the communication
for you.
Convergence of physical and digital. It’s about a consistent experience
across all channels. Face-to-face contact in a bank or shopping at a
physical store has the advantage of working all the senses. Product quality,
for instance, does not always translate online. However, the physical
environment lacks some of the characteristics of online that we have learned
to appreciate, like immediate answers to questions on product range and
availability. It’s literally about all channels to create a brand experience in the
connected world.
Mind the App Gap
So summarizing: Mind the (app) gap between the customer and your
organization! Use whatever device assets are available to augment the
customer or employee experience and to remove any barriers towards
interaction with you. And most importantly: Don’t limit your imagination. After
all, the next connected device might be right on top of your nose.
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108
You Experience
Consumerization has made us extremely sensitive to exciting, desirable user experiences, more and more
on the devices of our own choice as the divide between our personal and work lives keeps blurring.
Mobile Device Management helps us stay in control and keep such a heterogeneous platform secure.
Furthermore, the latest mobile operating systems have strong support for mixing private and business
roles and also bring the next level of user experience. It’s all a matter of finding a healthy balance between
our perspectives as a consumer and business professional.This contribution by
Fernando Alvarez

109
The explosion of smartphones and tablets has resulted in the trend
for consumers to bring their own devices into the workplace, which is
becoming an accepted business practice. In turn, the need to manage and
secure those devices has given rise to some sophisticated Mobile Device
Management (MDM) tools and security applications. Cloud-based, scalable
and affordable MDM solutions are now widely available.
But if enterprises are to maintain a truly secure and carefully managed
environment, while also providing their employees with a dynamic and
exciting consumer experience, there is a strong case for Bring Your
Own Device to be transformed into Bring Your Office Device – providing
company-issued devices that can be used at work and away from the office
for consumer applications.
Creating a New Work-Life Balance
Operating systems such as Windows Phone 8 and Windows 8.1 can provide
a rich consumer experience as well as powerful and secure business
functions, helping organizations and their employees to create a new work-
life balance. Employees are more likely to adhere to company policies, for
example, if they are able to switch identities easily between business and
consumer roles, something Windows provides.
There are some key practical reasons for companies to issue devices
to employees, starting with security. By owning and managing devices,
companies can be certain they are able to lock them and wipe sensitive
data remotely in the event of theft or a security breach. As a result,
enterprises are more likely to provide employees with access to critical
data and applications through a company-owned and company-managed
device – often leading to greater productivity. Company-issued handsets
can also help to manage and encourage the use of branded enterprise apps
and content.
Whether businesses restrict mobile device usage to company-issued
products or encourage a Bring Your Own Device strategy, consideration
must be given to the apps themselves and how they are secured, managed
and deployed. Apps and data must be secure across all devices. Mobile
Application Management (MAM) complements device security by wrapping
apps and data individually at the application level. Encryption and other
security controls offer data protection and access control while still giving
users the mobile experience they want.
Enterprises need a coherent, end-to-end policy strategy and a flexible
content-management system to manage corporate and consumer apps
running across different operating systems. And they need to put in place
data loss protection controls that restrict the forwarding or accessing of
sensitive data.
It’s time to assess the benefits of adopting a Bring Your Office Device
approach. Enterprises could take greater control and use the full capabilities
of a more business-oriented mobile OS, issuing a company-standard device
that is easier to manage and secure and, by switching to a different identity,
also satisfies consumer needs away from the workplace.
In the end, however, no matter what approach you choose – Bring Your
Own Device or Bring Your Office Device – it is essential to understand the
dynamics of our rapidly entwining business and work lives and incorporate
that into a proper mobility strategy.
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110
You Experience
Centrally gathering all requirements, compiling them into a list of mobile initiatives and then building the
apps – one by one – does no justice to the development potential of the crowd, nor does it provide a
short time-to-market. Focus on building a “hub” platform instead: a catalog of enterprise-level services
and APIs to catapult new apps, built by yourself and others, both inside and outside the company, by
individuals, business units or external partners. Then focus on mobilizing, enabling and supporting your
end producers; they will create the greatest mobile apps in return.This contribution by
Arthur van den Boom

111
Apologies for starting with an almost classic statement by now: Apps are
here to stay. But I would like to argue that there is a completely different way
to leverage the app effect. This involves not investing in apps anymore, but
to do something that a growing number of organizations are successfully
picking up: think “Platform First.”
Many organizations have spent a lot of money and effort building apps
to engage with their customers and employees, but they feel continually
haunted by the need for new versions, new apps and even support for new
devices. It’s a Car and Scooter world in which it can be difficult to prioritize;
it’s a tough job to get the right requirements from the business side anyway
– volatile as they are – and budgets are limited.
The result? Impatience and dissatisfaction, on the business side and for
the customer base and workforce. In some organizations, business units
may choose to develop their own rogue apps out of frustration, with all the
potential risks around security, integration and manageability.
Connecting Two Worlds
Providing a mobile platform (or hub) that connects the two worlds can
mitigate these risks while also unleashing the power of a community far
outside the perimeter of Central IT.
There is technology that can improve the interaction between the highly
consumerized outside world and the corporate systems of record (the latter
typically the bastion of Central IT). This technology includes Application
Programming Interfaces, or APIs, giving access to crucial data and services
within the corporate systems but also to capabilities that help to quickly
build powerful, safe and consistent mobile apps.
Using APIs, an organization can build its own mobile engagement platforms,
reaching out to its own business units, all the way to consumers, business
partners and even competitors. It’s not just a great way to more quickly
create better mobile applications; it may also unleash unexpected sales
channels and alternative ways of doing work, even pointing to entirely new
business models.
With that, building a mobile/API platform involves much more than just
selecting technology and building the right services. Organizations need to
think about how and to whom they will make their catalog available, what
the terms and conditions should be, and if there should be any form of
subscription model. And, most importantly, they should find ways to reach
out to the potential community of creative developers – inside and outside
the organization – and inspire them to start working on new apps. Then, it’s
a matter of staying engaged in order to find the most valuable additions to
the platform and keep the flow of apps coming.
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112
Join the API Party
Lately, we see many vendors joining the API party (also in the context of the
Internet of Things, by the way, where APIs are just as crucial for success).
They focus on capabilities to quickly build new APIs that are secure,
easy to use and manageable. A few players you may want to be aware of
include: WS02, Apigee, IBM’s Cast Iron and Intel’s Mashery. These vendors
support established telco companies, retailers and even financials that all
successfully leverage APIs for their business.
A striking example can be found at online retailer bol.com (find their APIs
here). Bol has been actively working on positioning its APIs to the outside
world, rather than focusing on building its own mobile apps. The result is
a whole series of apps, all incorporating access to the bol.com platform.
There is an enthusiastic developer community, actively supported by the
organization. Contests are held and – maybe even better – commissions are
earned when an app is being used by customers to buy.
As another example, salesforce.com hosted a hackathon to inspire
entrepreneurs, developers and designers to build the next-generation mobile
apps (and maybe even business models) on top of its platform; substantial
prizes were awarded.
Your user may also turn out to be your favorite producer. Or to put it
differently: Your most successful salespeople might soon turn out to be
developers coding with APIs.
You Experience
Focus on mobilizing, enabling and supporting your end producers; they will create
the greatest mobile apps in return.”

113
Social is the New Oil
Profile as a Currency
Social Workers
No Work
Friend Your Vending Machine
The We Collaborate cluster (together with You Experience) groups the technologies that are visible to the user, collectively
and individually.
No more need to evangelize the phenomenal potential of social: Even if the organization has not yet fully embraced it, its
customers and employees have already, and practice it daily. Connecting to the network as individuals is attractive; but social
power comes from engaging with others – even if they turn out to be “things” – communicating, sharing and creating.
The power of “we” so far has been mostly the power of the customer – either becoming pressure groups, or collaborating
under the aegis of the enterprise to create with it and support each other.
Exploring the power of social within the organization – and, a fortiori, across organizations – is just starting. To make
employees social workers, the Digital Enterprise has to invent new ways not just to put knowledge in motion, but also to
unleash the required motivation.
Collaborative technologies are so powerful that social may well be the new oil,
but the enterprise has to create the different engines it will power – while
accounting for all sensitivities around data privacy and ownership.
Yes, we want to collaborate. But on our terms.
TechnoVision 2014
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114
Watch Capgemini’s
Rick Mans:
“We Collaborate is about using the crowd to
do better – and different – business.”
TechnoVision 2014
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115
We Collaborate
Social is the New Oil • Profile as a Currency • Social Workers • No Work • Friend Your Vending Machine
Consumers not only share what they might think, but also what they actually do, further driven in the
forthcoming years by the rise of the Internet of Things. It brings the unique opportunity to link intent with
actions for those organizations that become essentially social and customer oriented. If it is possible to use
social data to predict stock market sentiments multiple days upfront, why would organizations not use it to
predict customer wants, needs and behavior and then proactively improve their products and services?
Social could be the biggest corporate asset of them all.This contribution by
Simon James Gratton

116
Call me an old romantic; it’s about being
corporately sentimental.
I am a sentimental soul (or so my wife tells me) and, as such, I care what
people say in my personal life. The question is, should our organizations
care just as much?
Brand sentiment and customer intent are potentially powerful weapons to
win not only the battle of the boardroom but the ongoing war of consumer
loyalty. If we can second guess the intent of an individual or, better still, a
demographic and tailor our customer experience accordingly that would
make a real difference, wouldn’t it?
The heart of tomorrow’s boardroom needs
to beat to the “tweet” of consumer intent.
With social sentiment now a key digital commodity, investment in tweets
rather than seats (physical, channel-based interaction) should be a core
focus for the boardroom; this requires a paradigm shift in board perception
of the strategic value of social data.
We are moving towards a world of interconnected, always-on sensors and
hand-held devices where our brand interactions are traded on a “digital
commodity exchange” against consumers’ future needs.
This exchange will deal in complex futures such as:
1. Our likelihood to buy product X over product Y at time Z
2. The most optimal “bundled” and discounted product strategies
3. Our best product and demographic focus to extend our customer base
4. The next best course of action with a currently interacting customer
Now is the time to construct “digital refineries,” processing this “crude
social oil” of sentiment-to-intent insight as the emerging commodity for an
increasingly digitized society.
Social oil refineries take customer
experience from crude to shrewd.
We need to be able to handle large-scale consolidation and refinement of
both marketing insight and consumer sentiment. Raw social data simply
represents consumer noise and, as such, through advanced deployment of
social media, predictive analytics, digital, mobile and Big Data technology,
will need to be increasingly refined into common themes that resonate with
your current product capabilities and the mainstream market movements.
Would you like a short back and
sidecuts, sir?
Oil is distilled into fractions called sidecuts, which in their different forms
are incorporated into the hundreds of potential product variants based on
market need.
We should avoid the common mistake of analyzing our social data at a level
of minutiae; our focus should be to identify general trends, distill them, and
then relate these sidecuts of insight to tangible metrics through which social
sentiment can be linked to actual business performance. If our insights
are not refined appropriately, it would be akin to putting diesel into your
customer’s petrol engine resulting in a failure to convert or, worse still, a
customer loss.
We Collaborate

117
A happy collaboration generation leads to
CFO bottom-line revelation!
There are many skeptics out there attempting to undermine the true value
of social media when it comes to improving business performance. If your
approach to refinement is scattershot in nature, the skeptics’ reservations
will be well founded.
The new generations are connected, computerized, community orientated
and have grown up using social networks as a means to brainstorm and
solve a wide variety of problems (my children are intravenously attached to
Facebook from dawn to dusk; they could use a smartphone before they
could write).
Your future customers will expect immediacy of response and it will
therefore be to your organization’s ultimate benefit if you can make their
experience positive.
So, how do I grease the wheels for social oil
refinement in my organization?
1. Stop thinking of social networks as just another venue for
marketing. Focus on specific customer experience-led outcomes; start
small and prepare a centralized store of clean and irrefutable customer
data on which to measure your social media insights before you start
your “refinery” processing.
2. Prepare for a challenge nearer to fracking than deep-sea oil drilling.
Do not think of social oil refinement as non-contentious. Although your
early refinement activities may feel like an insulated offshore operation,
once you start putting forward transformational adjustments to your
customer experience based on this distilled insight, it will feel more like
you are setting off incendiaries under your colleagues’ desks.
Be prepared to challenge the status quo with a metrics-driven foundation
that shows positive impact across at least two business quarters
before you widely communicate recommendations, potential benefits
and impacts.
3. Focus on immediacy of response through agility of approach. A
recent survey found that 71% of online customers expect to receive
assistance within five minutes of reaching out to a company and 33%
of these customers prefer contact through social media rather than the
telephone. Furthermore, a good social media experience means that
70% are likely to recommend your company and 21% will increase their
corresponding spend.
Ensure you view social activity as a core channel for your organizational
journey to a truly responsive customer experience. More than ever,
consumers turn to social media when they experience a problem
and that means you will need to be able to understand, adapt and
respond accordingly.
The question is, are you ready to move at the speed of the new consumer
generation? 5, 4, 3, 2, 1 … time’s up!
We Collaborate

118
We Collaborate
If the product is free, then you are the product. And the more data you provide, the easier it is to market
you. The “freemium” model is now supported by consumers providing their profile data. This data can then
be used by organizations to target their consumers better or by selling it to other organizations. This raises
the question about whom consumers trust when sharing their profile data and what is acceptable to them
in terms of how that data is being used. To organizations, it is a matter of understanding whether to hold
profile data themselves or get it from the best external source.This contribution by
Arjan Kramer

119
The title of this post might fool you a bit, as it seems to be just another one
in the “as a Service” category. Rest assured, it’s not. It is about you as a
user and consumer of social media services and how much money you are
really worth.
In the last couple of years, the amount of information people share through
social media has increased dramatically. And not only the amount of data,
but in a lot of cases also the “quality” of the data. Admittedly, some people
still think the outside world is interested in what is going on inside their
homes and what they are feeding the dog, but in general people share
information about what they really care about.
The same goes for the information that people put in their online profile,
accounts and avatar. It’s more accurate and usable to determine the true
“values” of people – valuable data once you can dig into it and really make
sense of relationships between different elements.
Of course, the best and by far the most widely applied approach is to
search and scan social media for input about the organization’s products or
services and react to that; let’s call this proactive customer service.
Making Money the Social Way
What I want to describe, however, is a step beyond this: actually making
money with your personal profile and with what you share, either as an
organization or as an individual.
Let’s take a LinkedIn profile. There are several ways to benefit from a
LinkedIn profile:
1. For an individual, a good profile – one that really sets you apart from the
others – can help you find a great new job, maybe even without doing
anything on your part. Recruiters might automatically be attracted to your
profile and ask you to apply for a job instead of the other way around.
2. For an organization, if its employees have set up compelling, convincing
external profiles – which show how skilled they are and how passionate
they are about working for the company – they may create new business
as the entire company is perceived as more knowledgeable, experienced
and energetic. Furthermore, professionals in the market who are
considering changing jobs may see these profiles and become better
informed about the company and the people who work for it.
The Product is You!
So profiles are valuable. Some companies rely solely on this fact. Did you
ever wonder what Facebook is selling, what the products or services are
it offers? Many will argue it’s the platform, but it’s actually something else.
Facebook’s product is you: what you put in your profile, what you share with
your friends, your friends’ friends and with the world. And in the slipstream
of that, it makes money with placed ads. But the fact that you share your life
is what makes advertisers pay money for Facebook.
We Collaborate

120
Think about how McDonald’s or Starbucks builds local social communities
around a particular store, city or region. They target individuals in these
communities with specific, even local offers, based on what they share
in the community. And what about special offers you get in your local
supermarket based on, for instance, the fact that you tweet about a
barbecue you are putting up for your friends or that kids’ party that you
announce on Facebook?
It’s a Currency
Yes, profile is definitely a currency. Consumers are learning how to benefit
from their social media profiles. And they’re learning fast, as they come
to appreciate the real value contained in them. For organizations, vast
opportunities exist in harvesting and analyzing profile data from their
customers and communities. But it’s all a matter of supply and demand,
mutual trust and understanding about who sells to whom.
When a currency becomes scarce, the stakes become high. So place your
bets, the ball is already rolling!
We Collaborate
Consumers are learning how to benefit from their social media profiles. And they’re
learning fast.”

121
We Collaborate
No less than 80% of modern knowledge work is about collaboration and knowledge sharing, while the
dimension that is still most frequently getting optimized is the area of business processes. Enterprise
social networks leverage our “consumerized” affinity with social tools to help organizations reap new
benefits and improve their innovation power, also decreasing costs and driving top-line growth. It’s fun too
for anybody involved.
Rick Mans

122
Enterprise social networks provide a different way of selecting what platform
will be used in your organization. It is not the IT department that is leading
the initiative; it is the users themselves. It is not based on a feature list
compiled as a checklist; it is an honest selection by the user based on one
criterion: Does this help me do my job better?
This could mean that you end up with a multitude of platforms (such as
Yammer, IBM Connections, Spigit, Salesforce1 Chatter), since not every user
group has the same demands or will get the same toolset. This is where the
CIO could play a role, because this is about application rationalization and it
requires a broader view than looking at just a single silo.
Social in the Center
Although work has changed over the years, don’t make the mistake of
transitioning work and processes one-on-one to the enterprise social
network. Take a step back, focus on what the outcome should be and then
redesign your process with social in the center and the enterprise social
network as an enabler. Otherwise you end up with a suboptimal solution: a
situation with 19th-century processes run in a 21st-century environment –
and just waiting for things to break down.
Still, rationalization – as always – makes sense. Do not focus on a single
enterprise network to be used by all. Different roles have different needs
and therefore it could make sense, depending on the size and diversity of
the organization, that you end up with two or three social networks. The link
between these networks is what integrates best: employees.
Employees connect with each other and therefore are the integration
layer between different social networks. They are indeed becoming Social
Workers.
We Collaborate
Enterprise social networks leverage our ‘consumerized’ affinity with social tools to
help organizations reap new benefits. It’s fun too.”

123
We Collaborate
Providing customer support is hard work. However, customer support doesn’t always have to be provided
by the company itself. A few years ago outsourcing was a trend, preferably to a country with lower costs
so it was easier to deal with peak situations. After that, insourcing became a trend since customer loyalty
retention and satisfaction were deemed more important. Now it’s time for the logical step of “unsourcing,”
which leverages the power of social networks and media: Don’t do it yourself. Initiate peer support –
customers helping customers, and customers helping you.This contribution by
Rick Mans

124
If you are the one handling customer support, how much do your customers
really care about you and your products or services? Or to phrase this
less negatively: How easy is it for the outside world to use your products
and services?
For both questions the answer is most likely: not so much.
Your KPI should never be about solving complaints, nor should it be about
solving complaints really fast. Complaints don’t fit in any equation; your
product or service should work. Because your customers might spend more
time with your products than you do, they are the experts on what can and
cannot be done with them.
Your customers don’t have a vested interest in your company, they are
most likely not biased and don’t benefit from other customers buying your
product. They are the most authentic resource to help other customers
solve issues, and by doing so they might become your best service people.
This can take place on a platform that you own, but it is more likely to
happen on the platform of the experts, your customers, and therefore a
platform or a place on that platform which you need to earn.
“No Work” is Hard Work
The best way to value your customer is by making sure the perceived value
of your products and services is higher than the money your customer
spends on them. When this is the case, the customer is more willing to go
the extra mile. You might even consider offering incentives in exchange
for the services of your customers. Since it is normal that you pay your
customer-care agents, why not pay your customers if they take over this role
on an ad hoc and per-case basis?
“No Work” is not a cost-cutting program; it is about making people care
enough about your company that they are willing to support it beyond
the transaction.
No work is hard work. However, it’s worth it.
We Collaborate
Because your customers might spend more time with your products than you do,
they are the experts on what can and cannot be done with them.”

125
We Collaborate
Operational Technology and Information Technology are fusing, powered by smaller processors and better
sensor and network technology. The Internet of Things is coming as we “get physical.” This provides the
opportunity to create smart connected products, with every product potentially offering a direct, proactive
route to the hearts and minds of consumers. Combine it with social networking, and the consumers’ lists
of “friends” could look very different a few years from now.
Bernard Helders

126
Machines get increasingly more intelligent and connected, so they can
learn about themselves and about their environment and share what they
have learned. Cars, road sensors, engines, fridges and, indeed, vending
machines all will become more “intelligent” in their own way. Soon there will
be over 50 billion connected devices, roughly about 10 for every inhabitant
of our planet.
Some describe it as the Internet of Things or the Industrial Internet,
and some describe it as the Internet of Customers, since behind many
devices are consumers. All foresee a world in which devices generate
content, making the creation of content no longer the exclusive domain of
human beings.
And in that world being social will no longer be the exclusive domain of
human beings either. Data will be generated in such quantities that we will
need strong analytic technologies and visualization to thrive on these data
waves. We will also need lightning-fast technologies to let these devices
connect to other devices for the appropriate response.
Or to people.
Prepare for a New Kind of Friendship
To prepare for this new friendship, consider the following:
1. Think of any device as a potential sensor. Think about what you want it
to “learn” and tell you or another device.
What happens when it breaks down and needs repair? Technology is
already in use that automatically sends messages to the maintenance
engineers of a jet engine or the repair workshop for your connected car.
What does it say about my preferred tastes? The Coca-Cola Freestyle
vending machine allows a consumer to mix his or her own drink and
experiment until a favorite is created. A better consumer panel could
hardly exist to guide Coca-Cola about what to offer next to this consumer.
How can it help me stay healthy or keep me safe? Think about how it
could monitor your health condition when on the move, or tell you about
dangerous areas of town to avoid.
2. Think about how to make the dialogue with the consumer more
intelligent. Even if you don’t want to be identified by name, a device
can “recognize” your age, gender, fingerprint or mood with a remarkable
level of accuracy. So it will be better at starting a sensible dialogue with
you – either in the real world when you are in front of it, or in the virtual
world when, for example, your car reminds you about the next overnight
recharge of the battery. The potential seemed significant enough for
Toyota to start investing in its Toyota Friend.
Devices will be made intelligent, connected, talkative and social in their own,
highly unique way. And it’s up to our creativity to maximize our friendship
with them to create better customer experiences, more effective operational
processes and maybe even entirely new ways of doing business.
We Collaborate

127
Now What?
Make
TechnoVision
YOUR Tool!

128
Watch Capgemini’s
Pierre Hessler:
“We will help you use TechnoVision for your
purposes.”
TechnoVision 2014
Make TechnoVision Your Tool

129
Now What? Make TechnoVision YOUR Tool!
Now What? Make
TechnoVisionYour Tool!
So you took the time to read through TechnoVision 2014. Maybe you liked some of the graphics. Some
views caught your fancy. Some headlines irked you. Overall, we hope a picture of our near technology
future emerged – an amazing picture of radical change.
Pierre Hessler
Now what? Forget it? Go to the next agenda item? Put it aside for a while?
Wait for the 2015 update? Wait for the future to just happen?
Here is our suggestion: Make TechnoVision your tool.
TechnoVision is a multi-purpose tool that you can use for five different
purposes.
1. As a tool to LEARN
Each of the building blocks opens up learning avenues. Each describes a
design principle or a trend in a few words – the place and direction to start
digging, taking clues from the contributions and the suggested publications
and papers. And the clusters provide the structure to organize learning –
making it so much easier.

130
Now What? Make TechnoVision YOUR Tool!
2. As a tool to COMMUNICATE
TechnoVision aims at clarity. Use it to discuss technology with your
colleagues and partners. Making technology palatable and understandable
to business has always been a major objective of Capgemini’s successive
TechnoVision series. Now that technology is an essential component
of business thinking, business should be, and will be, eager to get the
best understanding as early as possible – not to appreciate how to
translate business into technology, but to grasp how technology creates
business opportunities.
3. As a tool to DESIGN
Digital Transformation changes businesses in depth and breadth. Every
function, every process, every plan is touched. The opportunities are too
numerous to count – and they never stop changing. By way of contrast,
standstill could well be deadly. Even more than with classical information,
the transformers need to know where they are going – what should my
Digital Enterprise look like? As TechnoVision gives a broad view of the
possibilities, combining immediate impacts with longer-term trends, it will
help you design what you want to achieve.
4. As a tool to REPOSITION
Once your design is clear, the transformation task will look ominous. With
so much on your plate already, how could you possibly add new endeavors,
new projects?
TechnoVision will help you look at your efforts under way, and for each of
them ask yourself: Is it “Design(ed) for Digital”? Is it at the right technical
level? How future-proof is it? And maybe most importantly: Does it bring me
closer to the Digital Enterprise model?
With the answers to these questions, you can then reposition your projects,
tune them, adjust them – adding this Big Data dimension, strengthening
that aspect of mobility, linking with those touchpoints of the customer
experience. As a result, in addition to their original objectives, they will
move you – in a modest way, in a good way, in a crucial way – towards your
digital future.
5. As a tool to TRANSFORM
It will come as no surprise that in Digital Transformation projects, technology
plays a significant role, provided technology is well understood and well
mastered. We hope the TechnoVision tool will help you on both counts, so
that your transformation is technologically inspired, technology driven and
fun. Because don’t forget: Technology has transformed our ways of living
and working – sometimes with a little pain but typically for our pleasure and
enjoyment. Why not aim for the same in the Digital Transformation of our
businesses?
As you make TechnoVision 2014 your tool, don’t forget one of our crucial
building blocks: End User, End Producer. We count on you to help improve
what we have and produce the next updates!

About Capgemini
With more than 130,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of
consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and
drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working,
the Collaborative Business ExperienceTM
, and draws on Rightshore®
, its worldwide delivery model.
Learn more about us at
www.capgemini.com
The information contained in this document is proprietary. ©2014 Capgemini. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.
For more details contact:
Ron Tolido
ron.tolido@capgemini.com
Pierre Hessler
pierre.hessler@capgemini.com
Lanny Cohen
lanny.cohen@capgemini.com
www.capgemini.com/technovision

TechnoVision 2014: Technology Building Blocks for Digital Transformation

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