Smarter Process in action. Antonio Lopriore Business Agility Leader IBM Europe

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1 Smarter Process in action Antonio Lopriore Business Agility Leader IBM Europe

2 Nuovi scenari portano ad un cambiamento del modello di business $3.6B spend by 2014 Il Mobile richiede di reinventare i processi Forrester prevede che le aziende spenderanno circa $900 milioni nella riconversione dei processi mobile nel 2013 e fino a $2.7 miliardi nel % productivity improvement I processi Socially-enabled incrementano la produttività Secondo McKinsey, le tecnologie social, se utilizzate all interno e all esterno dell azienda possono incrementare la produttività degli high-skill knowledge workers dal 20 al 25% 47% growth in cloud processes Il deployment su Cloud costringe le aziende a ripensare i processi Gartner indica nel Business Process as a Service (BPaaS) il segmento del cloud a più rapida crescita con il 47% annuo 100B government savings I Big data alimentano la trasformazione dei processi McKinsey ritiene che la pubblica amministrazione potrebbe risparmiare più di 100 miliardi di solo in efficienza operativa utilizzando i big data 2013 International Business Machines Corporation 2

3 Ma l efficienza operativa da sola non è più sufficiente a garantire il successo 2013 International Business Machines Corporation 3

4 Le business operation Customer-centric guidano la crescita 2013 International Business Machines Corporation 4

5 La definizione di una roadmap di trasformazione richiede la comprensione sia dei bisogni della clientela che dei business need interni Bisogni della Clientela La vision deve contemplare i due aspetti fondamentali Customer Focused Strategy & Roadmap Business Need Interni Componenti in gioco per l azienda Creazione di nuovi fatturati Acquisizione e retention dei clienti Reputazione e brand Vendita, soddifazione, advocacy Queste priorità influenzano significativamente la complessità del disegno e del deploy delle business capability corrette Componenti in gioco per l azienda Controllo dei costi e margini Efficienza ed efficacia Errori, eccezioni, qualità Soddisfazione del personale e degli stakeholder 2013 International Business Machines Corporation 5

6 La Customer-centricity richiede un approccio multi-funzionale Strategic Leadership: Chief Executive Officer Chief Financial Officer and cross- functional business leaders President SVP/GM of Operations Chief Transformation Officer Chief Innovation Officer Chief Customer Officer Chief Risk Officer and business unit leaders VP of Claims Processing VP of Retail Lending VP of Commercial Loans VP of Outpatient Services VP of Power Delivery Services and technology leaders Chief Technology Officer VP of Software Development Enterprise Architect IT Architect The new triumvirate: Operations, IT and Line of Business Successfully attracting and retaining customers requires companies to think and act cross functionally. ~ Adam Klaber, Managing Partner Emerging Markets, IBM GBS At HCF we have found that delivering a superior customer experience requires tight partnership between operations, IT and the various lines of business. ~ Stephen Nugent, General Manager of Operations, Hospitals Contribution Fund International Business Machines Corporation 6

7 Cosa ci serve dai processi in un mondo customer-centric? I processi devono essere: Instant (Istantanei) Alla velocità di Internet 47% dei potenziali clienti bancari che cercano di aprire un rapporto online non completano con successo la procedura Seamless (Disponibili) Interconnessi e accessibili Negli USA, il mobile banking è salito al 32% dei clienti nel 2012 dal 21% nel 2011 Insightful (Cognitivi) Focalizzati e rilevanti il 47% dei clienti sostiene di ritenersi frustrato quando le aziende non utilizzano le informazioni in loro possesso per rendere l interazione più costruttiva e fornire delle offerte più interessanti 2013 International Business Machines Corporation 7

8 Processi Smarter devono essere implementati nel day-by-day Banking: Account Opening Insurance: Claims Processing Instant: 5 minute account opening, either live or mobile Seamless: Consolidated banking services in the cloud Insightful: Personalized offers based on rules and analytics Instant: Faster and easier claim reporting using mobile Seamless: Omni-channel, unified customer service throughout entire claims process Insightful: Determine individual risk segments through big data analytics 8 Healthcare: Care Process Instant: Mobile and location awareness to provide instant access to records within specific clinical context Seamless: Better, faster care by improving patient flow through the hospital Insightful: Analytics to speed up diagnosis of complex symptoms 2013 International Business Machines Corporation 8

9 L approccio IBM per reinventare le business operations - per abilitare una maggiore customer-centricity - nell era del mobile, social, cloud e dei big data - e nel contempo per guidare l efficientamento e l ottimizzazione dei processi a livello end-to-end 2013 International Business Machines Corporation 9

10 Le capability di IBM in ambito Smarter Process Banking Insurance Healthcare Government Transport Telecom Energy Retail Industry and Functional Managed Industry Solutions Consulting Expertise Business Processes and Accelerators Mobile Social Cloud Big Data Operational Decision Business Process Operational Intelligence Case Business Intelligence Predictive Analytics Enterprise Content Master Data Service Oriented Architecture & Integration 2013 International Business Machines Corporation 10

11 IBM BPM 8.5 Highlights IBM BPM Simplified Installation & Configuration High Visibility Social Dashboards CMIS-compatible Repository for Internal Docs Intelligent IBM BPM Integration with SAP IBM BPM Pattern for PureApp Closer linkage between Blueworks Live process discovery and implementation Developer Studio Bundle + Enhanced Mobile Toolkit 2013 International Business Machines Corporation IBM Corporation

12 IBM Operational Decision Manager V8.5.1 ODM V8.5.1 Instant ODM V8.5.1 makes decisions up to 2X faster (*) Precompiled rules projects Reduced loading time and increased Greater decision throughput Seamless ODM V8.5.1 Requires less resources for large scale projects Reduced memory consumption footprint Suitable for low resources devices Decision Engines available on distributed and zos platforms Insightful ODM V8.5.1 Supports decisions increasing complexity Reduces the need for business team to constrain their creativity Good performance even when decisions are involving more than 10k Opens the doors to decision complexity for mission critical applications 2013 International Business Machines Corporation (*) Based on internal benchmarks comparing V8.5 classical engine with the new V8.5.1 Decision Engine 12

13 Smarter Process Cloud Overview There are three Smarter Process cloud offerings: IBM Blueworks Live Public Cloud IBM BPM on Cloud Public Cloud NEW NEW IBM BPM Application Pattern IBM ODM Application Pattern Private Cloud Process & Decision Discovery Process Orchestration & Optimization Process & Decision - Built-in Expertise 2013 International Business Machines Corporation 13

14 Il cambiamento riguarda diverse aree del business Esempi di entry point per le soluzioni Smarter Process Banking Insurance Healthcare Government Loan Origination Fraud & Compliance Customer Care & Insight Claims Processing Policy & Benefits Customer Self Service Claims Care Process Regulation & Compliance Citizen Eligibility Safety & Security Countering Waste, Fraud & Abuse Energy & Utilities Travel & Transportation Telecom Retail Power Grid Energy Consumption Online Ticketing & Reservations Travel & Hotel Pricing Pricing and Bundling Product and Feature Retail Distribution Supply Chain Automation Customer Loyalty Programs 2013 International Business Machines Corporation 14

15 Perchè IBM per la trasformazione dei processi? Install base of over 5,000+ active implemented customers and 800+ business partners Leader in Gartner s Magic Quadrant for Intelligent Business Process Suites and leader in the Forrester Waves for BPM Suites and Dynamic Case #1 market share in Business Process (BPM) and Business Rule Systems (BRMS) according to Gartner and IDC Global Smarter Process Center of Competency (CoC) with 650+ experts 2013 International Business Machines Corporation 15