Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Traditional Google
Mainly Broadband
media search
Flickr
Alternativ
e media
netvibes
Publishing is complex and Value is created by
limited to few traditional aggregating
media and online content (portals) Wikipedia
merchants Easy and free
publication for all Value is generated by tools
2004 2005 allowing to publish easily
SOCIAL CHANGE
Consumers look for cost and time efficient technologies, ways to make their voices heard.
Younger techno savvy generations pioneer the use of personal networks and viral communication.
• 55 trillion links
TECHNOLOGY FUELED
CHANGE SOCIAL(ISM)?
THE FUTURE OF PRODUCT AND SERVICE
MARKETING & SALES COMMUNAL ASPECTS OF DIGITAL CULTURE
So its not just Traditional IT;
there are new technologies too
Applications Computers
Areas where traditional
EA models often struggle
• Don’t respond to change quickly enough
• Excessively constraining.
The architecture
“stack” is bigger now
Capgemini’s Crown
model
Pressure for
Business Personalize
ChangeAn Individual’s use of the capabilities of Web 2.0
Differentiate
A Business Manager’s Customizable Solution
Organize
The use of SOA to achieve cohesive executions
Comply
The Enterprise Transactions and Data; ERP and Legacy Applications
Pressure for
IT Stability
A Services Governance Model – with the
Business!
Business and Technology Architecture Governance Model
Personalise
An Individual’s capability to choose their ‘experience’
in how they wish to ‘Interact’ and ‘collaborate’
Organise (SOA)
Common, shared core processes that support each SOA the coupling layer
differentiated offer above, and connect to
transactional IT applications below between both
Tight Coupled
Comply (ERP, etc.) Information Technology
Traditional Enterprise Applications with organised
procedures and data integrity, keeping compliant
business results
There is an Interesting Inversion in this
…
Business and Technology Architecture Governance Model
Personalise
An Individual’s capability to choose their ‘experience’
in how they wish to ‘Interact’ and ‘collaborate’
Cost or Value?
Margin
Loose Coupled
Differentiate Business
A Manager’s capability to build locally unique Technology
‘differentiating’ capabilities both externally and
internally
$1 $3
Organise (SOA)
Common, shared core processes that support each
SOA the coupling
layer
$2 $2
differentiated offer above, and connect to
transactional IT applications below between both
Tight Coupled
Information
Comply (ERP, etc.) Technology
$3 $1
Traditional Enterprise Applications with organised
procedures
Revenue
and data integrity, keeping compliant business results
What the heck are
Mashups?
An enterprise mashup is a custom
application rapidly assembled by (or
in close collaboration with) business
users in short timescales to meet
immediate business needs. Typically,
they combine data, functionality or
processes from multiple existing
internal or external IT assets to create
innovative business value.
Degree of control
Commoditisation
App App
Multiple
Multi-Tenant Software Usage Model Tenant versions
Multiple Tenants
Host In Cloud Of the single
SaaS Application
Application
App
Meta Model
conversion
PaaS API
Transparency : the provisioning boundary shifts
in the Cloud to a shared model increasing
security needs
Provision
level Device URL
Abstraction
SaaS
+
Increased
Shared Network Auth
Exposure
APaaS IP/MAC ID
App OS TCP/IP
PaaS Image
PDF
A
Degree of
Ready
Built
Examples
DOING BUSINESS IN A
NEW WAY
Lego factory
SOLUTION
• Lego launched the Lego Factory (http://factory.lego.com) – an online model of
engagement for potential and existing Lego users, which allows users to
design, share and buy their own customized LEGO models
THE LEGO FACTORY WEBSITE
BACKGROUND
• Lego had traditionally been surrounded by a
highly active constellation of Lego User Groups -
fan communities comprising of both adult and
young members
• These groups maintained large online presence;
operated independently of the company;
exchanged and showed creative toy designs and
models amongst themselves
• Lego needed to move out of closed proprietary
mode and adapt a participative strategy for
customer interaction, which would utilize existing
user creativity in product design
BENEFITS
Source: MRD Lab Analysis. Harvard Business School, Working Knowledge, “P&G's New Innovation Model”. Leveraging Ideas for Organizational
innovation Blog, Dr. Kevin Desouza, “ Connect & Develop Innovations the P&G Way”. P&G, “P&G Connect & Develop – Brochure”.
Nike+, in collaboration with
Apple SOLUTION
CLOUD COMPUTING
Undifferentiated Heavy Lifting
The 70/30 Switch
30% of time, energy, and dollars
on differentiated value creation
Irate calls
Large from senior
Capital managment
Expenditur
e
Predicted
Demand
Traditional
Hardware
Actual
Demand
Cloud
Computing
time
Rick Mans
rick.mans@capgemini.com
+31 6 512 10 144
http://twitter.com/rickmans
http://www.linkedin.com/in/rickmans