Presentation given at OpexCon in Prague this October, titled Incorporating Cloud Computing for Enhanced Communication. In it I'm discussing how cloud computing and technology can help enterprises build operational excellence

1. Incorporating Cloud Computing
for enhanced communication
Embracing a new style of IT
Christian Verstraete – Chief Technologist - Cloud
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2. Every Generation has a Defining Industry
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3. IT is the Defining Industry of Our Generation
1970-80s Mainframe
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1990s Client/Server
2000s
The Internet
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2010s Mobile, Social,
Big Data & The Cloud

4. Cloud Computing
Cloud computing is a model for enabling convenient,
on-demand network access to a shared pool of
configurable computing resources (e.g., networks,
servers, storage, applications, and services) that can
be rapidly provisioned and released with minimal
management effort or provider interactions
Source: National Institute of Standards and Technologies
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•
•
•
•
•
Self-service
Pay-per-use
Rapid Elasticity
Resource Pooling
Broad Network Access

5. Organizations are part of a dynamic ecosystem
Demands and pace of change are increasing
• Everything and
everyone’s connected
• Immediate gratification
and instant results
expected
• Anywhere, any time, any
way
Citizens
Partners
Your
organization
Customers
• Business and IT one and
the same
• Continuous opportunity
and competition
5
Information
sources
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Devices
Suppliers
Communities
Regulators

6. Three possible starting points
Reduce Cost
•
•
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Private Cloud = Efficiency
Managed & Public Cloud =
OpEX
Business Improvement
•
•
•
Process Digitization
Collaboration
Standardization
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Innovation
•
•
New Product/Services
Combinations
New Go-To Market
strategies

7. A New Style of IT is evolving
Technology is transforming the way enterprises and governments work
Systems of record
(Legacy applications)
Systems of engagement
Security
MAI
Converged cloud
(Social and mobile)
Mobile Apps
Integration
Big Data
• Visible to and governed by CIO
• Consumes majority of IT budget
• Modernization and cloud
migration dominated
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Balancing
opportunity and risk
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• Driven by business
objectives
• Easily acquired
• Scale and security
are key challenges

8. You need an NSIT Roadmap
…To bridge the current with the future enterprise architecture
Cloud
Mobility
Social Media
Big Data
Business
Security
Information
Application
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Infrastructure
Technology

9. Improved Supply Chain Visibility
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10. Planning your Supply Chain
•
•
•
•
•
Orders
Forecasts
Channel
Inventory
Marketing
Campaign
Competitive
Moves
Sales Forecast
Adjustment
Baseline
Forecasting
•
Demand
Review
Meeting
Operations
Planning
Pre S&OP
Meeting
Marketing
Forecast
Adjustment
Performance Management
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S&OP
Meeting
SC Inventory
• Capacity
• Finished
Product Inv.
• WIP
• Goods in
Transport

11. Sharing Information, gaining visibility
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12. End-to-end Collaboration
S&OP
Analytic
s
End-to-end Supply Chain Visibility and Performance Management
Warranty Business Performance Management
Manufacturing Traceability
Logistics Visibility
RFID Track and Trace (Food and Item level)
Procurement Analytics
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13. Create and Exploit Visibility
Redesign to Optimize
– Typification of Ecosystem Behavior
– Root Cause Analysis
– Scenario Planning
– Simulation
Analyze Trends
– Service Level Agreements
– Needed Buffer Stocks
– Key Performance Indicator Reporting
– Demand/Supply Evolution
– Alert History
– Quality Indicators
Gain Visibility
– Inventory Levels
– Available Capacity
– Alerts
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– Advanced Shipment Notification
– Forecasts
– Actual Consumption
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14. Understand the voice of your
customer
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15. Past - voice of the customer
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16. Present - voice of the customer
!
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© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

17. Human Information
90%
Information that is created by people and understood by people
Social Media
Video
Audio
Images
Document
Email
Text
Search engine
Transactional
data
IT/OT
Mobile
17
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Hewlett-Packard rights reserved. Other trademarks are registered trademarks and the properties of their respective
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18. Real-time customer insight across all channels
PROMOTE connects touch points across websites, contact centers, stores,
mobile and social media to automate action, drive revenue and reduce cost
Call center
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Print
Websites
Social media
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Mobile
Email

19. Analytics Use cases
Connectivity to touch points across websites, contact centers,
and the social web drive broad user applications
Brand
reputation
mgmt.
Cross channel
optimization
Next-gen
speech
analytics
Voice
of the
customer
Customer
experience
analytics
Customer
interaction
survey
Operational
efficiency
Review
Survey
First
contact
resolution
Social
media
monitoring
Explore
Collect
Web
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News
Email
Blog
Voice
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Video
Apps

20. Implement Technology
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21. You need an NSIT Roadmap
…To bridge the current with the future enterprise architecture
Cloud
Mobility
Social Media
Big Data
Business
Security
Information
Application
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Infrastructure
Technology
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Organization &
Governance

22. Cloud is a Journey
Key topics to review:
• What are the business needs
• What are the implications of my technology choices
• What applications do I run where
• Do I expose my data
• How are services delivered
Self-service
infrastructure
Virtualize and
automate
Standardize and
consolidate
Configure &
manage systems
Optimize hardware
and manage
workloads
Provision
infrastructure in
minutes with
templates and
portals
Infrastructure focused
Self-service
applications with
full lifecycle
management
Automate business
and IT practices to
SLAs
Services focused
Integration, management & security
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Become a service
broker in a hybrid
environment
Integrate service
providers into a
customized, unified
environment

23. Dimensions of Service Delivery
IT Service Description for external use, integrated within the Service Catalog and containing value proposition, differentiated service levels,
price/costing options as well as “value-add” services. The IT Service Specification provides detailed service (de)composition, architecture, service
delivery and service delivery management for internal use.
IT Service
Technical
Infrastructure
& Architecture
Governance,
Finance & Security
Culture & Staff
Best Practice
Processes
Service Portfolio
Management
Integrated, modular,
virtualized, service
oriented architecture to
support delivery of the
shared service. Contains
service delivery
controllers for
automation, self-service
interfaces, workload &
policy engines for
maximum agility and
dynamic alignment of
demand and supply of
resources. Supports also
the Integrated Mgmt.
Information
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Service
Management
Framework
Integrated Shared
Service Delivery Mgmt
software toolset in
support of the Best
Practice Processes to
manage all aspects of
service planning, selling
and delivery, including
service usage
intelligence. Includes
ordering, operations,
metering & usage,
provisioning, help desk,
reporting & dashboard,
billing, inventory,
service level and
capacity mgmt.
The governance,
decision making and
operation model for
aligning the business
and IT with respect to
the shared service.
Includes managing
escalations, demand,
investment, portfolio,
customer relationship
and business modeling,
as well as defining
policies and standards
for the shared service.
Provides the
organizational and
people framework for
delivering the service.
Includes role definition
organizational design,
FTE model, staff
selection and training to
plan, sell and deliver the
service effectively to the
service level. Also
includes management
of change and setup of a
(consolidated)
competency center.
ITIL compliant processes
standardized and
optimized to deliver the
service in its all aspects
from planning, selling
and delivery
Defines, implements
and manages the
services that are
provided. Decides
whether those are
delivered from within
the organization or
sourced from external
providers. In the latter
case, negotiation,
integration and supplier
management.
Responsible for the
lifecycle of the services
provided.
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

24. Cloud Roadmap Framework
Organizational Maturity Model
1. Where do you want to be? Identify desired target state based on cloud strategy
2. Determine current capabilities across the domains based on the gaps
3. Create a roadmap of projects to achieve the desired state
4. Develop a roadmap to close the gap to balance cloud capabilities across domains
Level
Technical
Infrastructure &
Architecture
Service Management
Framework
Governance, Finance
& Security
Culture & Staff
Best Practices
Processes
Service Portfolio
Management
5. Cloud Service
Provider
Cloud services
optimized
infrastructure
Continuous value
management
organization
Value-based pricign
Business/commerce
centric
Value Chain optimized
processes
Commercial service
portfolio management
4. Differentiated
service sourcing
Automated
infrastructure pooling
Value-chain based
service management
Variable IT costing
Optimized policy
management
Customer-centric
behavior
Service strategy
processes
Service brokering
3. Service enabled
Shared & virtualized
infrastructure
Integrated information
& service management
Service-driven policy
principles
Service focused
Process optimization
Service portfolio with
Operational-Level
Agreements and
specifications
2. Optimized
Consolidated
negotiated
functionality
Enterprise IT
information
management
Negotiated
budget/resource
management
Expert teams
Planning processes
SLA based technology
services
1. Standardized
Enterprise
infrastructure
architecture
Management control
by function/element
Joint, agreed, budgetdriven hierarchical
management
Departmental silos &
competency “heroes”
Operational processes
Defined technology
services
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25. Understand where you are and where you want to be
Level
Technical
Infrastructure &
Architecture
Service Management
Framework
Governance, Finance
& Security
Culture & Staff
Best Practices
Processes
Service Portfolio
Management
5. Cloud Service
Provider
Cloud services
optimized
infrastructure
Continuous value
management
organization
Value-based pricign
Business/commerce
centric
Value Chain optimized
processes
Commercial service
portfolio management
4. Differentiated
service sourcing
Automated
infrastructure pooling
Value-chain based
service management
Variable IT costing
Optimized policy
management
Customer-centric
behavior
Service strategy
processes
Service brokering
3. Service enabled
Shared & virtualized
infrastructure
Integrated information
& service management
Service-driven policy
principles
Service focused
Process optimization
Service portfolio with
Operational-Level
Agreements and
specifications
2. Optimized
Consolidated
negotiated
functionality
Enterprise IT
information
management
Negotiated
budget/resource
management
Expert teams
Planning processes
SLA based technology
servic
1. Standardized
Enterprise
infrastructure
architecture
Management control
by function/element
Joint, agreed, budgetdriven hierarchical
management
Departmental silos &
competency “heroes”
Operational processes
Defined technology
services
25
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26. Transform applications for the Cloud
Business alignment
Technical alignment
Traditional IT
• Minimal automation
• Traditional methods
of service delivery:
internal, outsourcing,
hosting
Private/
public cloud
• Partial automation
• New disparate
public & private
cloud services
Hybrid delivery
• Fully automated selfservice delivery
• Orchestrated, managed
& secured hybrid
service delivery
• Brokered services based
on business requirements
Assess
Manage
• Discover
• Analyze
• Decide
• Availability
• Integrity
• Continuity
Transform
• Keep
• Change
• Retire
26
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27. Conclusion
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28. A little story
What if I get to my customer…
And have following information at my
fingertips
• Latest order status
• Latest issues filed by customer and resolution
status
• Info on customer birthday, key family events etc.
• What he/she thinks of our company and has been
publishing about it on social media
• Key news affecting the company or its competitors/
customers/market
• Information on products or services he/she
expressed interest in
• Etc.
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© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

29. There is a need for a ‘New Style of IT’ (NSIT)
to implement the new business requirements to overlay & complement the existing
‘Systems of Record’ (SoRs) with ‘Systems of Engagement’ (SoEs)
BMW supports model launch and develops sales prospects with a
social media and cloud-based solution
BMW Latin America kicked off an marketing campaign through Facebook that
supported the launch and collected audience data . The Cloud –based solution
integrated Facebook with their Microsoft Dynamics CRM environment. They
engaged 90,000 consumers, and converted 900 campaign participants into
new sales prospects.
Axa’s SmartDriver app providing the driver with driving score
aimed at promoting good behaviors
Car vehicle insurance specialist Axa is developing an application for
smartphones which can analyze driver behaviors as it attempts to
improve how insurance premiums are calculated.
Shell Oil targets hybrid cloud as fix for energy-saving, agile IT
Shell Oil's data centers energy use had grow by 3.6 MW over a ninemonth period. They also needed to be more agile in deploying IT
services and planning for user demand. To reach those goals, they
have built a cloud infrastructure using a virtual private cloud to launch
resources in a virtual network. They are now piloting Hadoop in this
cloud for big data analytics.
Valentino develops its new Client’s SoE using the NSIT
Time to order from 5 days to 3 hrs
Cost of sale reduced by $1m/yr
Orders error rate down to 5% from 30%
The NSIT leads to significant business benefits
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30. Think about your business, where can technology help?
Product/
Services Innovation
Business Innovation
Combine the new technology,
IT and business capabilities
for unique service and
product offerings
New business models,
processes and efficiencies
LOB Management
IT Innovation
Cloud, Mobile, Social and
Technology Innovation
Big Data are new
technologies that enable to
Exploiting technologies
provide throughout the
innovation new capabilities
enterprise and its
All
ecosystem
Transform IT from a
supporting cost centre to a
service provider to LOB
IT
30
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Business Units
Ecosystem Innovation
Combine own strengths with
the ones of the partner
network to increase market
responsiveness
Functions

31. Thank you
E-mail: christian.verstraete@hp.com
Blog: www.hp.com/blog/cloud
Twitter: @christianve
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.