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Shanker Annaswamy

Managing Director, IBM India. Shanker Annaswamy. *. **. 2008 CEO Study : The Enterprise of the Future. 2004 Your turn!. 2006 Innovation. 2008. Latest study. Teaming Departmental Responsibilities Improving internal enterprise processes. Innovative Business Models

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Shanker Annaswamy

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  1. Managing Director, IBM India Shanker Annaswamy

  2. * ** 2008 CEO Study : The Enterprise of the Future 2004 Your turn! 2006 Innovation 2008 Latest study • Teaming • Departmental Responsibilities • Improving internal enterprise processes • Innovative Business Models • Growth in external collaboration • Innovation with leadership • 1130 CEO interviews • The topic of this year’s study: Enterprise of the Future Interviews • 1,130 interviews worldwide • 95% were face to face interviews • 40 nations from around the world

  3. Analysis of 1130 CEOs interviews has enabled us to determine characteristics of the enterprise of the future Key Characteristics 1 2 3 5 4 Hungry for change Innovative beyond customer imagination Globally integrated Genuine, not just generous Distruptive by nature

  4. The enterprise of the future is….Service Oriented

  5. Enterprise of the Future SOA Benefits Business Agility and IT Infrastructure Flexibility Hungry for Change Innovative beyond Customer Imagination Focus on Customer Interaction & Self service Business Integration of enterprise both internally and externally Globally Integrated Disruptive By Nature Transform Business Models Goes beyond philanthropy and compliance Genuine, not just generous Enterprise of the Future – Realising your vision through SOA

  6. SOA enables Enterprises of the future to be Flexible Forges a strategy for Componentization Delivers Unique Value Taps into the power of Globalization Shipbuilder: Componentized ship building processes to dramatically accelerate order to delivery Telecommunications: Adopted radical growth model fueled by global outsourcing Media and Entertainment: Innovated revenue model for massively multi-player online game (MMOG) with advertising and purchasing capabilities

  7. Industry Thought Leadership – An SOA Enabler for a GIEKnowing where Your Industry Will be, Helps Set Priorities IBM Thought Leadership Insights into where your customers, competitors and industry are headed with over 35 industry-specific research papers per year Industry Reports CEO Report Best Practices Business Model Innovation Available now May 2008

  8. Review for optimization and productivity enhancement • SOA Governance • Collaborative SOA dialog among lines of businesses • Start of some business services • Production deployed • Initial IT metrics • Mixed results • Defined Enterprise Architecture adopted • SOA Guidance Council • Begin business metrics • Increased business driven Enterprise focus • Technology Focus only • PoC for SW Integration • Simple services, most not mission critical • Limited production • Services, but not really SOA The IBM SOA Journey Today, Enterprise Governance 2005 Opportunity Projects and Enterprise Architecture 2003 - 2004 Early Projects 2001 - 2002 Exploratory

  9. Smart SOA Delivers Value to Both Business and IT Business Extend End-to-End Adapt Dynamically Foundational Transform Stages IT Leveraging existing investments and assets

  10. Extend End-to-End Adapt Dynamically Foundational Transform SOA can be adopted by Enterprises of the Future at various stages Transform and leverage existing infrastructure Leveraged and extended its existing assets, processes Integration and Process Management Realize annual growth rates of 70 to 100 % SOA can be engaged at the various stages in an organisation

  11. So thoughts to ponder as we all evolve into being Globally Integrated Enterprises…. • How aligned is your business with IT? • Is there a metrics to measure your existing Business & Operational Processes • Are you at the threshold of a major transformation?

  12. Thank you

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