BMC Exchange "Digital Disruption Leads to Digital Services Revolution"

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Digital Disruption Leads to Digital Services Revolution The Implications for IT Twitter: @eoehrlich Eveline Oehrlich, Vice President, Research Director November 19, 2013 BMC Exchange Midwest
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Presented on November 19th at the BMC Exchange Midwest in the General Session by Eveline Oehrlich, Forrester Research

Transcript of BMC Exchange "Digital Disruption Leads to Digital Services Revolution"

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Digital Disruption Leads to Digital Services RevolutionThe Implications for IT

Twitter: @eoehrlich

Eveline Oehrlich, Vice President, Research Director

November 19, 2013

BMC Exchange Midwest

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DisruptionIsUpon Us

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Evidence

› Disruption has a new source of funding -

individuals

› Ecosystems have shifted - Google and Microsoft

compete against Apple

› CEO of Amazon.com buys a newspaper

› Netflix wins Emmy using consumer data

› Wearables disrupt wearables

› Applications disrupt traditional business models

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A 20-year business cycle in which the most successful enterprises will

reinvent themselves to systematically understand and serve increasingly

powerful customers.

The Age of the Customer

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Source: October 10, 2013, “Competitive Strategy In The Age Of The Customer” Forrester report

The Age of the Customer

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External forces impacting the enterprise (3-5 Years)

Source: "The Customer-activated Enterprise –Insights From The Global C-suite Study”, IBM Institute For Business Value, October 2013

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Technology touches every step of the journey

Journey Experience touchpoints

Discover

Get support

Buy

Use

EvaluateD

igital | P

hone | I

n-p

ers

on

Syste

ms o

f engagem

ent

Mid

dle

ware

Syste

ms o

f re

cord

Supporting technology stack

YOU

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Technology, systems, and processes to win, serve, and

retain customers.

Business Technology

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Facts

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Marketers are underwhelmed by TechnologyManagement’s performance

October 2013 “Technology Management In The Age Of The Customer”

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2020

Percentage oftotal technology

managementbudget

201820162014

IT costs decreasing due to:• Application modernization• Moving resources into cloud• Increased standardization

IT

BT budgets will grow quickly

Source: October 10, 2013, “Competitive Strategy In The Age Of The Customer” Forrester report

BT budgets increasing due to:• Mobility

• Maintenance of customer big data• Customer experience demands

BT

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Technology spending is shifting

October 2013 “Technology Management In The Age Of The Customer”

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Key areas IT must focus on

Customerobsession

The mobile mind shift

Digital disruption

Age of the Customer

Big data

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Customer experience is driving shareholder value

October 2013 “Technology Management In The Age Of The Customer”

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READY?Ready?

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From Order-taker

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To Innovation

partner

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Step1:

We need to

change

we work.

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What

businessare we in?

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Step 2: Change your team’s goals.

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Step 2: Change your team’s goals

› Focus on business outcomes.

• Make Business Unit managers successful.

• Make workforce happy.

• Make CIO successful.

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Step 3: Engineer “moments of truth”

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Touch points

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Step 4: Use the pyramid of service to design your employee experience

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ProductProduct PricePrice

ProcessProcess

PromotionPromotion

PhysicalPhysical

PlacePlace

PeoplePeople

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…focus on customer experience

Stop pushing the ITIL Kool Aid…

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Step 5: Communicate and deliver value

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IT leadership recommendations

To win in the “Age of the Customer”

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Deliver service & capabilities

› Streamline service request

management.

› Enable self-help and self-service.

› Continue (or start) knowledge sharing

and collaboration.

› Develop your service taxonomies and

with it your service catalogs.

DE

MO

S

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Enable your business teams

› WOW them.

› Focus on workforce productivity every

time.

› Measure and improve workforce

productivity.

› Insert new roles (marketing, service

owners, customer experience managers).

DE

MO

S

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Monitor & manage the right way

› Know your mission critical / business

critical services and applications.

› Monitor “EUE” from the outside in.

› Instrument across services (BSM).

› Report the right KPI’s; know what matters

for your LOB.

DE

MO

S

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Orchestrate & automate

› Think in terms of a supply chain manager.

› Automate as much as you can.

› Automate sensibly.

› Establish, manage and monitor SLA’s.

DE

MO

S

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Simplify & accelerate

› Reduce complexity by understanding.

› Adopt new business models (SaaS).

› Initiate bridging gaps (DevOps).

› Shift your people into new roles.

DE

MO

S

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Questions?

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Thank youEveline Oehrlich

[email protected]