Digital innovation

Our approach

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Torben Ruberg, Group CIO

• A little background:

− 48 years old

− M.Sc. DTU

• Group CIO, Falck Group

− Since 2000 (> 15 years…)

• (Professionally) driven by:

− Change (=> Growth)

− Continuous optimisation (CSI)

− Business Empowering by Technology

− Organisational Orchestration

− Leadership

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My role as Group CIO

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IT EmployeesEmployeesBusiness AreasCountriesContinents

Falck today

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6 47 2264 34.000

Yesterday ?

• We are successful

• We have been successful for a very long time (we have 109 years of history)

• You might say, that we have (more or less) always been successful

• One of our sayings is “The world deserves more Falck” (…)

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Hybris?

Tomorrow ?

• Are we ready to see the new competition ?

• Are we ready to take (full) advantage of technology ?

• Are we still able to feel the “hunger” ?

• Do we embrace change ?

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Are we on an unavoidable death path ?

…Threatened by extinction ?

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Our expectations are changing

• We expect to be in full control

• We expect this control to be conveniently “served” to us

• We expect to have full access to (relevant and personalized) information

• We expect the information to be fully updated…always and everywhere

• We expect full cost transparency and full overview of alternatives

• Based on this, we want ability to make decisions and actions and to have instant response

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• Mobile, Big Data, IoT, Cloud, Robotics

• Technology Infrastructure is in place

• Low cost production

• Low barrier for entry

• The change rate continues to accelerate (Moore’s law)

• The Value Chain is changing

• New value sources (your house, your car, your private data)

• New business models / Shared Economy

• Free styles

• New matra: Everything is possible (…) (in the digital world)

The Conditions are changing

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The process of change

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Killed by disruption ?

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0

100

200

300

400

500

600

700

2010 2011 2012 2013 2014 2015

Airbnb – Annual revenue

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Mill US$

10 bnUS$

24 bnUS$

UBER market valuation 2011 - 2015

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50,0

41,0

17,0

3,5

0,3

Mia US$

Nov 2011 Aug 2013 Jun 2014 Dec 2014 May 2015

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Falck IT – Our purpose at a glance

• Plan, Build and Run reliable and cost effective IT solutions that empowers the Falck organization and the Falck Services

• Be an intrinsic part of Falck and support “One Falck” through reuse of system and knowledge

• Be innovative and promote digital solutions and offerings

• Build Falck Digital mindset and Awareness

• Disrupt Falck “mindset” and challenge current business model(s)

• Ensure Falck's succession without squandering the Falck legacy

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Intrinsic part of Falck

• Focus on Falck value

• Common goals

• No us/them

• Colleagues, not customers

Outside in

• Be customer centric

• Always take the customers perspective – whatever stands in your way for a compelling customer experience, fix it !

• The internal users are also ”customers” (in a colleague atmosphere)

Continual (Service) Improvement

• You can do (even) better

• Run the extra mile

• ”Sharpen the saw”

• LEAN approach

Cost efficient

• Comparable

• Transparent

• Value for money mindset

• Most for least

Promise & keep

• Reliability

• Trust

• Service-orientation

• SLA/SLI

Sleep well

• Reliability

• Trust

• Order in own house

• Security

• Risk mitigation approach

Innovative

• ”Embrace change” culture

• New perspectives

• Courage

• Long term view

• Disruption

• Cannibalise

Our Mantra, approach and mindset

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Digital Business Development – Where ?

Pro: - Ensures LoB focus and alignment with other priories- Smooth hand-over from Innovation to Operation

Con:- Fight against Corporate ”immune system”- Inside perspective – perhaps not ready for radical innovation / canibalisation

Pro:- Outside perspective with inside knowledge (conceptual map, culture, priorities)- Not bound by ”day-2-day” operation and LoB short term priorities

Con:- Fight with Corporate ”bandwidth”- Maybe not taken as seriously as external partner

Pro:- Outsiders perspective – no boundaries relative to current business- Probably best if new business model is far from current core business

Con:- Outsiders perspective – no boundaries relative to current business (…)- Outsiders perspective – no boundaries to Falck culture and conceptual map

IT Organisation

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Assistance

Entity IT

Group CIO

Digital Business DevelopmentCIO Office & Group IT

Safety Services

Entity IT

Healthcare

Entity IT

Emergency

Entity IT

Business ITShared IT Services

IT Core Services

Digital Business Development – Primary focus

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Build Falck Digital Mind-set and Awareness

01001010

10011100

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Explore Digital opportunities in

Falck perspective

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Challenge/disrupt Falck’s current

business model(s)

Digital Business Development – how to…

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We aim to test and iterate on usable concepts as quickly as

possible (MVP approach)

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Pretotyping and Prototyping

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How to split responsibility ?

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LoBCurrent project

portfolio

Battle AreaKnown

opportunities

Digital Business

Development

0 2 years

Proposed transition from DBD to PM

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The challenge of Innovation…

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Monday morning - The ”Do or Die” questions

• How will Digital Technologies change your business environment ?

• Are there any Technologies with potential for disruption in your current business ?

• Who are your future competitors ? Are these the same as yesterday ?

• Could your industry be disrupted by “Shared Economy” players ?

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Tuesday morning - The ”Do or Die” questions

• Have you made your organisation transformation oriented ?

- maybe even transformation greedy…

• And how about yourself ?

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