gartner keynote: shift to continuousnext...cloud computing devices vpa & ai iot automotive...
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Valentin Sribar
Gartner Keynote: Shift to ContinuousNext
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2013
Nexus of Forces
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2014 2015 2016 2017
Digital Business Bimodal Algorithms Digital Platform
Physical/Virtual
Things (IoT)Organizational
Evolution
Artificial
IntelligenceIT Systems, Customers,
Things, Ecosystems,
Intelligence
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Digital Platform
5 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
6 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
7 © 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
Transforming
Productsand Services
People(Workforce)
CustomerExperience
Assets andOperations
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2014 2015 2016 2017 2018
Digital Business Bimodal Algorithms Digital Platform ContinuousNext
Physical/Virtual
Things (IoT)Organizational
Evolution
Artificial
IntelligenceIT Systems, Customers,
Things, Ecosystems,
Intelligence
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2019?
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Uncertainty Is All We Can Predict
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Speed and
Acceleration
Define Success
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Business Model Change Is Accelerating
Change in Customer Base 79%
Change to the Value Proposition 80%
80%Change in Capabilities
78%Change to the Profit Model
Gartner 2018 CEO Survey: Base: Likely to make changes, n = 290
Question: What degree of change do you expect in each of the aspects of your business model?
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Make Your Current Ecosystem Better
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Make Your Current Ecosystem Better
subscribers
are new
customers
50%42%
growth
in market
cap. YoY
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Competition – Digital Dragons
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Example: The Amazon Ecosystem
Digital Commerce (Core)
Digital Media and Entertainment Financial Services
Logistics and Fulfillment
Customer Insights and Mkt.
Retail Wholesale International/Cross-Border
Film and Video Entertainment Digital Media
Travel & Ticketing
Healthcare
Payment Banking
Food General Merch
Technology
Investment
Cloud Computing VPA & AI IoTDevices
Automotive
Retail
Amazon AI Services
Beijing Century Joyo Courier Services
Amazon Lending
Joint venture with Citi and Berkshire Hathaway
Investments in Indian Fintechs
* Not fully comprehensive
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Example: The Alibaba Ecosystem * Not fully comprehensive
Digital Commerce (Core)
Digital Media and Entertainment Financial Services
Logistics and Fulfillment
Customer Insights and Mkt.
Retail (China)Wholesale
(China domestic) International/Cross-Border
Film and Video Entertainment Digital Media
Travel & Ticketing
Healthcare
Payment Banking
Food Delivery General Merch
Technology
Investment
Cloud Computing VPA & AI IoTDevices
Blockchain
Automotive
Banma Technologies
Retail
Brand Databank
Jiebei
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72 hours
24 hours
4 hours
0.5 hours
Alibaba anywhere in world
Alibaba anywhere in China
Amazon U.S. Major Cities
Alibaba New Retail within city
Speed of Delivery
1 to 2 hours Amazon Prime Now within city
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First Help Merchants and Customers, Then Expand
At first Alibaba created Alipay to make
e-commerce work. Credit followed
This created the basis for continued
expansion into other regions and
industries (esp. Fin Svcs)
Amazon slower to move to payment
because it operates in mature market
Now Amazon Lending helps merchants.
Also investment in Indian fintechs
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Commerce channel
Logistics enabler
Sales
Logistics
Leverage Their Capabilities
Suggested
Opportunity
Level:
High
Med to Low
Technology
Cloud, storage, analytics, AI
VPA/Conversational interface
Marketing
Customer data and insight
Media and advertising channel
Fin Svc
Payment
Credit/Risk scorer
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http://www.pingan.cn/en/about/corporate-architecture.shtml
Insurance Banking Investment
Ping An Life
Ping An P&C
Ping An Annuity
Ping An Health
Zhong An
Ping An Bank
Ping An Trust
Ping An Securities
Ping An Asset Mgmt
Ping An Fund
Ping An Financial Leasing
Ping An Good Doctor, Lufax, Puhui Financial, Finance One Account,
Pinganfang, Wanjia Healthcare, Ping An Healthcare Management, E-wallet,
Ping An Technology, Ping An Finserve, AutohomeAutohome: +25
mio daily
visitors
Zhong An: +150
mio customers
and +650 mio
policies
Pinganfang:
China’s largest online
property platform
Lufax: P2P asset
exchange, + 21
million users
Ping An Bank:
+ 36 million assets
and 400 billion
USD in AUM
Ping An Good
Doctor: + 21
million users
OneConnect: 8
billion USD IPO
planned
Rise of Digital Dragons: Ping An‘s Ecosystem
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Speed
Acceleration
Connectivity
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We must embrace these forces
and turn them to our advantage
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Digital Product
Management
Culture
Privacy
Digital
Twin
Augmented
Intelligence
LOWEST
HIGHEST
Source: Gartner Iconoculture Values and Lifestyles Survey, 2017
PRIVACY ranks
higher than
CONVENIENCE
#49
#33
#22
#20
Convenience
Security
Safety
Serenity
LOWEST
HIGHEST
Source: Gartner Iconoculture Values and Lifestyles Survey, 2017
PRIVACY ranks
higher than
CONVENIENCE
#49
#33
#22
#20
Convenience
Security
Safety
Serenity
In companies that have NOT USED AI, employees believe it
will eliminate jobs
77% 23%
Believe that AI will decrease jobs
Believe AI will increase jobs
Source: 2018 Gartner Artificial Intelligence Enterprise Perceptions, Plans and Implementation
16% 57% Report no change
Report job increases
Report job decreases
26%
But in companies which DO USE AI,
most report little impact on jobsSource: 2018 Gartner Artificial Intelligence Enterprise Perceptions, Plans and Implementation
Source: Gartner 2019 Top Predicts
PREDICTS
By 2022, 60% of effort in AI development
will be spent on machine training
rather than the development models
from data scientists
60%
#ChooseYourAITeachersWell
Digital Twin
Digital Twin
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ContinuousNext formula for results …
Mindsets Practices Technology+( ) x
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Base: n=185, Gartner Research Circle Members, excluding Don’t Know answers
Q02. What proportion of your organization’s [planned] development is based on each of the following methodologies?
Iterative12%
Lean IT3%
Waterfall39%
Other1%
Mean Proportion Shown
Development Methodology Used on Average Agile
45%
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Mindsets Practices+( ) Technologyx
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Design Culture
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How
we make
decisions
How we
engage
How we
measure
How we
work
Culture
Design
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Change Mindsets and Practices
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We stopped referring to our
business units as customers,
and started referring to them as
partners.
“ “
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We have short IT leadership
stand up meetings every day,
borrowing an agile development
technique.
“ “
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We canceled projects that
no longer meet our
strategic direction.
“ “
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Processes
Meetings
Projects
Capabilities
Teams
Products
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Change Mindsets and Practices
Your Ecosystem
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Extend or Create Product and Service Set
KabbageSmall
Business
New LoanProduct
Square
PayPal
Sage
eBay
Intuit QuickBooks
Scotiabank
Santander Bank
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Customer
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Before:Get a Mortgage
Get a
Mortgage
Home
Buyer
ING
Goods
Service
Data
Money
Enterprise
Customer
Prospect
Partner
Problem
Customer needs connections
with many different players.
Bank is only one small part.
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After:Buy a Home
Realtors
Insurers
Get a
Mortgage
Get a
InsuranceShop for a
Home
Get
Financing for
Remodeling
Home
Buyer
ING
Banks
Matching
Platform
Home Owners
Goods
Service
Data
Money
Enterprise
Customer
Prospect
Partner
Outcome
Less friction for customers.
New bank revenue.
PartnersCustomers Value Propositions
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How IKEA Customers Changed IKEA Culture
“We’ve gone
from being afraid
of hacking to
embracing it.
Now we love it.”
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Change Mindsets and Practices
Use Technology
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Mindsets Practices Technology+( ) x
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Robotic Tech Vest
+
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Technologies change mindset & practices
Q. Which technology area do you expect will be a game changer for your organization? Coded open text responses. Multiple responses allowed.
Base: Top Performers, excluding “prefer not to answer”, n = 230
Percentage of Top Performers
40%23%
Analytics Cloud
12%
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+
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Spotify
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Digital Product Management is the
Next model for IT Value Delivery
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75%Top Performers Have
Implemented Digital
Product Management
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Mindsets Practices Outcomes
& Measures
Digital Product Management
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From inside out to outside in
Focus on customer value
Continuous value lifecycle
Mindsets
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Design thinking
Agile engagement
Continuous enhancement
Practices
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Design thinking
Agile engagement
Continuous enhancement
Outcomes
& Measures
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(Mindsets + Practices) x Technology
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Avoid the pitfallsof digital product management
Products become our children
We fall in love with features
We want our products to live forever
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Speed,
Uncertainty,
Interconnectivity
Mindsets,
Practices,
Technology
Digital Product
Management
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We can’t change the forces
of our environment. We
must adjust our leadership.
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Mindsets Practices Technology+( ) x
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Culture hacks are small steps
that make a big difference
46% of CIOs reported culture is their biggest barrier
46%
Source: Gartner, The 2018 CIO Agenda: Mastering the New job of the CIO
10 Culture Hacks
Celebrate failure2
All meetings support new strategy1
48-hour decision rule3
Reward decisions4
“Let it go” workshops5
Invite hard questions6
Don’t have all the answers7
Cancel status meetings8
Innovator as CEO9
Run a culture hackathon10
We Are Technical Beings …
Prometheus
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