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How can you accelerate the process of driving value from Blockchain and DLT?

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After numerous Proof of Concept iterations, the market is ready to make Blockchain and DLT a reality. Whilst the early iterations have been mostly technical and internally focused, Proof of Business projects are now taking us to the next stage, with direct impact on enterprise business models. In this session, we will share use cases to demonstrate what makes a successful implementation and the technical and non-technical areas to keep in mind.

Speaker:
Frederik de Breuck
Christopher Pilling

Publicada em: Tecnologia
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How can you accelerate the process of driving value from Blockchain and DLT?

  1. 1. Human Centric Innovation Co-creation for Success © 2018 FUJITSU Fujitsu Forum 2018 #fujitsuforum
  2. 2. © 2018 FUJITSU How can you accelerate the process of driving value from Blockchain and DLT? Frederik De Breuck Presales Director BeLux Head of the EMEIA Blockchain Innovation Center Fujitsu Christopher Pilling Lead Architect EMEIA Blockchain Innovation Center Fujitsu Mikael Söderman EMEIA Blockchain Innovation Center Nordic Representative Fujitsu #blockchain #dlt
  3. 3. 2 © 2018 FUJITSU2 © 2018 FUJITSU Stop thinking outside the box, throw away the box and think again Blockchain and Distributed Ledger Technology are forcing us all to question orthodoxies and conventions that are the foundation of today’s business execution
  4. 4. 3 © 2018 FUJITSU3 © 2018 FUJITSU Blockchain enables trust in untrusted environments between an unknown number of parties (permissionless) or known number (permissioned) by digitally creating, storing and transferring value and assets Blockchain technologies are a supplementary platform not an end-to-end solution in a business ecosystems
  5. 5. 4 © 2018 FUJITSU4 © 2018 FUJITSU  In essence it is a ledger  DLT operates without the presence of an ‘enforcer of trust’  It creates an immutable record of significant events and actions  Its about transfer of relevant data, information and value  It uses cryptographic trust and assurance mechanisms  Types:  Private (‘permissioned’)  Public (‘permissionless’)  It is hindered by an incomplete understanding of its capabilities Assuming A wants to send a transaction or information to B Stored in cryptographically secured Block Data A Information or Transaction Block is transmitted to the nodes in the network Nodes validate the block and the correct information * * Number of different consensus algorithms that are existing: Proof of Work, Proof of Stake, Proof of Activity, Proof of Burn, Proof of Capacity, Practical Byzantine Fault Tolerance, etc. The block is joined to the chain and becomes immutable and secured in the Blockchain (old to new) Data B B receives the secured information or transaction and can trust the data Blockchain on a page
  6. 6. 5 © 2018 FUJITSU symbolizes and demonstrates Fujitsu’s enterprise commitment to blockchain and other Distributed Ledger Technologies (DLT) ensures Customers and Fujitsu are better prepared to rethink existing business models and processes focusses on advancing the research and collaboration with partners to further the Technology’s potential and understand the possibilities and limitations establishes broader relations with Global, European and Belgian public instances, customers, partners and the Hyperledger Project in full co-creation mode extends the technology beyond the current focus of proof of concepts into scalable, secure and business-ready DLT solutions. The Blockchain Innovation Center …
  7. 7. 6 © 2018 FUJITSU6 © 2018 FUJITSU 3 topics to watch The Road ahead Public and Private blockchain products are Converging towards Hybrid Convergence Global adoption will be stifled without cross product protocols and connectivity Interoperability Emerging real-world problems will be solved through integrating blockchain with Cognitive services IoT and AI
  8. 8. 7 © 2018 FUJITSU7 © 2018 FUJITSUUnclassified Enterprise and Personal Identity are key to enable enterprise class applications on distributed ledgers. In permissioned networks you want to know who does what The six golden elements driving the enterprise applicability of DLT Identity 01
  9. 9. 8 © 2018 FUJITSU8 © 2018 FUJITSUUnclassified It is all about the data and value transactions and how you can use that to mitigate a certain risk. What information do you share and how can you use the transaction? The six golden elements driving the enterprise applicability of DLT Data and Content 02
  10. 10. 9 © 2018 FUJITSU9 © 2018 FUJITSUUnclassified Who does what when, the notion old-to-new, sequence, is a key factor driving trust and proof on distributed ledgers The six golden elements driving the enterprise applicability of DLT Sequential 03
  11. 11. 10 © 2018 FUJITSU10 © 2018 FUJITSUUnclassified Records cannot be altered nor can they be updated. CRUD vs CRAB principle applies. An event creates a new appended block The six golden elements driving the enterprise applicability of DLT Immutable 04 CRUD Create-Read-Update-Delete CRAB Create-Retrieve-Append-Burn
  12. 12. 11 © 2018 FUJITSU11 © 2018 FUJITSUUnclassified An action or event in an enterprise and its ecosystem that is executed only once is not the first choice for distributed ledger technology The six golden elements driving the enterprise applicability of DLT Repeatable 05
  13. 13. 12 © 2018 FUJITSU12 © 2018 FUJITSUUnclassified Events and actions that can be automated are considered prime candidates. Smart Contracts (Smart Transaction; Chaincode) are used to implement the automation even in combination with AI The six golden elements driving the enterprise applicability of DLT Automate 06
  14. 14. 13 © 2018 FUJITSU13 © 2018 FUJITSUUnclassified It is not a complete solution for business problems. Seek the impact on your business model. No is also a valid answer when searching for a use case or adding another technology might be required (AI, Analytics, etc.) What did we experience as pitfalls during enterprise projects? Business Model 01
  15. 15. 14 © 2018 FUJITSU14 © 2018 FUJITSUUnclassified A sensible business and market case over a reasonable period is important including the stakeholder buy-in. Try to address external dependencies upfront and create an ecosystem or limit the scope accordingly What did we experience as pitfalls during enterprise projects? ROI 02
  16. 16. 15 © 2018 FUJITSU15 © 2018 FUJITSUUnclassified Projects fail because of misunderstanding of the technology or misunderstanding of non-technical elements including: Decision and Process Modelling, Business (re-)engineering, Use Cases Interaction, Enterprise Ontology, Adoption, etc. What did we experience as pitfalls during enterprise projects? Enterprise Ontology 03
  17. 17. 16 © 2018 FUJITSU16 © 2018 FUJITSUUnclassified Mitigate the risk of rapidly evolving standards (technical and non-technical). Given the somewhat volatile state of DLT, the introduction of abstraction layers can support this mitigation What did we experience as pitfalls during enterprise projects? Platform Evolution 04
  18. 18. 17 © 2018 FUJITSU17 © 2018 FUJITSUUnclassified Consider modifications to existing systems and processes and integration work essential. It is iterative. Well-designed API layers to facility business integration and interoperability have proven to be key What did we experience as pitfalls during enterprise projects? Integration 05
  19. 19. 18 © 2018 FUJITSU18 © 2018 FUJITSUUnclassified This still ‘edgy’ technology is certainly on the radar of the different regulators and institutions however legal context can heavily impact projects and ambitions. It must be kept high on the agenda as it is a potential blocker What did we experience as pitfalls during enterprise projects? Legal and Compliancy 06
  20. 20. 19 © 2018 FUJITSU19 © 2018 FUJITSUUnclassified The technical, business and operational scalability and performance requirements must be understood and managed. Cloud native and containerization solutions can support moving to production in a faster and scalable way What did we experience as pitfalls during enterprise projects? Scale to Production 07
  21. 21. 20 © 2018 FUJITSU20 © 2018 FUJITSUUnclassified It makes sense to define the security and trust model early in the project as it will impact the roadmap and the protocols that are needed to ensure highest possible level of security and compliancy. What did we experience as pitfalls during enterprise projects? Security and Trust 08
  22. 22. 21 © 2018 FUJITSU Proof of Business  Proof of Concept  Often an exercise to demonstrate operationally feasibility  Used to garner support from internal stakeholders  Frequently fails in DLT on ecosystem  Proof of Business  Focuses on business value  Considers the Enterprise Ontology and impact on the organization structure  Minimum Viable Product implementing an identifiable business process (or part) Proof of Business
  23. 23. 22 © 2018 FUJITSU  Deeper assessment of a Use Case and/or product development  Produce insights and roadmaps to productions  Give customers confidence to take next steps or rethink  Focus on:  Application Architecture  Business Architecture  Code Assessment  Accelerator Advisory Service (option) Use Case Deep Dive Use Case Deep Dive
  24. 24. 23 © 2018 FUJITSU23 © 2018 FUJITSU As a Service Applications Brief Demo Invoice-Flow http://iflow.redledger.io Document-Flow http://dflow.redledger.io
  25. 25. Fujitsu Sans Light – abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüý þÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans – abcdefghijklmnopqrstuvwxyz 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûü ýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans Medium – abcdefghijklmnopqrstuvwxyz 0123456789 ¬!”£$%^&*()_+- =[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùú ûüýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl
  26. 26. 25 © 2018 FUJITSU25 © 2018 FUJITSU Tackling invoice fraud & rethinking business processes InvoiceFlow – in dev
  27. 27. 26 © 2018 FUJITSU26 © 2018 FUJITSU Document and Asset Tracing Document Management – in dev

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