1.
How to orient a customer
in the era of digital revolution
Enterprise Hotel, Corso Sempione, 91-93, Milano
© International Institute of Business Analysis
Ing Mirella Marcocci, PMP ®, CBAP ®
Project Business Manager di Telecom Italia
Ing Filippo Dall’Olio PMP ®, CBAP ®
resp. PMO di Telecom Italia

2.
© International Institute of Business Analysis
2
Chi siamo
AD DOMESTIC
BUSINESS
“… responsabilità di proteggere ed accrescere il valore
dei clienti delle piccole, medie e grandi aziende private
dell’industria, dei servizi e del settore bancario, nonché
del settore pubblico e della sanità, massimizzando
redditività e quote di mercato.
…….. con la finalità di affiancare le piccole, medie e
grandi imprese e le istituzioni pubbliche nella
trasformazione dei propri processi e di valorizzare le
soluzioni TLC e ICT come fattore distintivo di sviluppo
per le imprese..”
Engineering
& Service
Management
Il presidio Telecom ItaliaIl presidio Telecom ItaliaIl presidio Telecom ItaliaIl presidio Telecom Italia
sui Clienti Businesssui Clienti Businesssui Clienti Businesssui Clienti Business
Project
Management
& Governance
Project
Management
Office
““““........ responsabilità di assicurare
il coordinamento complessivo
dei grandi progetti sviluppati
dalla funzione Business....””””

3.
Agenda
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change
© International Institute of Business Analysis
3

4.
Agenda
© International Institute of Business Analysis
4
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change

5.
Gartner Identifies Top Technology
Trends in 2014 Mumbai, India, May 9, 2014
© International Institute of Business Analysis
5
Gartner defines a strategic technology as one with the potential for significant impact on
the enterprise in the next three years. “This does not necessarily mean adoption and
investment in all of the listed technologies is essential, but companies should look to
make deliberate decisions about them during the next two years”
1. Business Intelligence (BI) and Analytics
2. Mobility Solutions
3. Cloud Computing
4. Social Media and Computing
5. Machine to Machine (M2M)
6. Hosted Virtual Desktop (HVD)
7. Personal Cloud
8. The Internet of Things (IoT)
9. Collaboration Technologies
10. 3D Printing
4

6.
Agenda
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change
© International Institute of Business Analysis
6

7.
The era of digital industrial economy began
© International Institute of Business Analysis
7
Cloud, social collaboration, mobile connectivity and Internet of things are the pillars of
the revolution.
Every company is a technological company
Every budget becomes an ICT budget
Change the traditional strategy for the competition: the strategy channel, the sales
force and the ecosystem of partners have now different business systems. Change
traditional Value Chain
Companies, that will implement the new strategy for the first, will be able to conquer
the leadership and to remove competitors *»
**** PeterPeterPeterPeter SondergaardSondergaardSondergaardSondergaard, senior vice president of GartnerGartnerGartnerGartner
and global head of Research

8.
Verizon-Harvard Business Review
for 57% of Global Companies the IT is the main factor for the growth of
their business. Favorites are the "pioneers“: grow twice then "followers"
The study of HBR Analytic Services shows how BigBigBigBig 5555 technologytechnologytechnologytechnology (mobile, social, cloud
computing, advanced analytics and machine-to-machine communications) are considered
to be an engine of growth that creates new business models and changing the way
companies interact with their customers. Most important aspect, the value of these new
technologies resides not so much in that the same can reach by itself, as in their strength
when they are combined within a holistic solution ".
"Companies must become more flexible in terms of technological implementation and
make innovationinnovationinnovationinnovation part of their culture to realize the real business value," says Angelia
Herrin, Research and Special Projects Editor of Harvard Business Review.
© International Institute of Business Analysis
8

9.
© International Institute of Business Analysis
9
Companies can no longer afford
multiple core business
Big companies do not go out of fashion in Silicon Valley … and even on Wall
Street. Today “big” is synonymous with “slow and distracted by too many
disparate business”.
The news of the splitting of HPHPHPHP into two separate companies pushed up its
shares of 5%. Entities with less bloated size are considered to be more agile
and focused. The trend in the market is already obvious:
• eBayeBayeBayeBay has recently separated from PayPal
• IBMIBMIBMIBM has sold this year “its activities in the low-end servers”
• EMCEMCEMCEMC has been for some time under pressure from some hedge funds,
because the company sells Vmware
• SymantecSymantecSymantecSymantec assesses the spin-off between security and storage
• MicrosoftMicrosoftMicrosoftMicrosoft should be separated into different companies, each focused on
one area: software, videogames, and research.
The trend is the maximum specialization and a leaner organizational
structure in terms of human resources.

10.
There is no recipe, but…….
Focus on differentiation: companies need to be increasingly flexible, creative and
innovation-oriented permanently.
This creates great opportunities for those companies that are able to use the new
technologies to reduce the time to market and create value for themselves, for
suppliers and customers
The transformation process involves a path with several steps:
optimize the current business, reducing costs and improving customer service
penetrate new segments/markets, increasing the number of channels and
reaching new customers
restructure the current value chain, looking for new winning solutions with the
involvement of the majority of sales channels and traditional suppliers
develop new business models, overcoming the resistance within and the
difficulty in establishing true partnerships with customers and suppliers
© International Institute of Business Analysis
10

11.
Agenda
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change
© International Institute of Business Analysis
11

12.
Cisco Certified Business Value Practioner &
Specialist are mandatory for Gold Partners
© International Institute of Business Analysis
12
«DevelopsDevelopsDevelopsDevelops Business ValueBusiness ValueBusiness ValueBusiness Value skillskillskillskill: generate new revenue, influence
decisions and produce other customer result»
Giugno 2014

13.
Why does the MIT ask CBAP certification?
© International Institute of Business Analysis
13
Aprile 2014

14.
Public Administration……
© International Institute of Business Analysis
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Valore economico 500Mni€
Valore economico 600Mni€
Valore economico 400Mni€
Valore economico 450Mni€
Settembre 2014

15.
Agenda
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change
© International Institute of Business Analysis
15

16.
Gartner: “ One Company on three at risk
Information Crisis "
Big data, social networking and mobile data traffic clogging networks and information systems.
33% of the Fortune 100 is not equipped properly and will be involved in crashes between now and
2017 "If you are not organized you will suffer severe consequences"
Big data, social networking, mobile interactions: these new trends together with the increasingly
rapid growth of structured and unstructured enabled by cloudcloudcloudcloud----basedbasedbasedbased technologiestechnologiestechnologiestechnologies are forcing
companies to focus on enterprise information that are most relevant, capable of generating value
or potentially risky. According to GartnerGartnerGartnerGartner, however, companies are not yet equipped for effective
management of their data and, by 2017, 33% of companies in the FortuneFortuneFortuneFortune 100100100100 will pass through a
"information crisis", due to its inability to assess, grooming or entrust to others effectively its
information enterprise.
"There is a widespread lack of maturity when it comes to grooming information by treating them
the same way as a corporate asset," says AndrewAndrewAndrewAndrew WhiteWhiteWhiteWhite, research vice president at GartnerGartnerGartnerGartner. "Many
companies will not be able to organize effectively until 2020 or you will not find ready to transform
their strategy related to the information and will suffer the consequences."
InInInIn thethethethe digitaldigitaldigitaldigital economy,economy,economy,economy, informationinformationinformationinformation isisisis aaaa competitivecompetitivecompetitivecompetitive assetassetassetasset forforforfor excellenceexcellenceexcellenceexcellence capablecapablecapablecapable ofofofof givinggivinggivinggiving
advantageadvantageadvantageadvantage totototo thethethethe businessbusinessbusinessbusiness andandandand isisisis thethethethe fundamentalfundamentalfundamentalfundamental glueglueglueglue inininin thethethethe valuevaluevaluevalue chainchainchainchain.... But not all data are
equally important, not everyone has the same strategic value, ... .. for the creation of value for the
business
© International Institute of Business Analysis
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17.
New business value from Big Data
and analytic continuum
Source: Gartner: “Presentation on Big Data Trends and Opportunities”, March, 2013
What
happene
d?Descriptive
Analytics
Diagnostic
Analytics
Predictive
Analytics
Prescriptive
Analytics
Why did it
happen?
What will
happen?
How can we
make it happen?
DIFFICULTY
OBSERVATION
COMPREHENTION
FORECAST VALUE
Big Data expands the range of information used in decision making. New business value is created when
enterprises can now leverage sources of data that were previously hard to access because of challenges with
high data volume, velocity and variety.

18.
18
The potential value of Big Data
Fonte: The next frontier of innovation, competition and productivity

19.
Agenda
Technology Trends capable of enabling new business models
The era of digital industrial economy
Where is the Market going?
New business value from Big Data
People as agents of change
© International Institute of Business Analysis
19

20.
© International Institute of Business Analysis
20
People as agents of change…….
Corporate with dynamic Organizations,
based on team formed for the duration of
each project;
Development Human Resource plans
created ad hoc (based on incentives) to
attract talent;
To the company is asked to be pro-active,
that is, to anticipate the behavior and
preferences of their customers and the
market. So it is important integration with
predictive analytics on Big Data
You need not only new technologies, but
also new business models / new processes,
and especially "new" professional roles,
with Leadership recognized

21.
Project Business Manager
Since 2011……Since 2011……Since 2011……Since 2011……
© International Institute of Business Analysis
21
for Project & Business Successfor Project & Business Successfor Project & Business Successfor Project & Business Success

22.
Understanding the type of project to
manage it in the most appropriate way
The role of the Business Project Manager is to reduce the initial
chaos of the complex project, with an integrated technical &
relational approach
© International Institute of Business Analysis
22

23.
What do you expect from
the Business Project Manager?
Evolve the role of PM toward the "Business" of the Customer, since the
beginning of the idea to the realization of it, in an "End to End“ logic, with a
strong focus on the value that is created
© International Institute of Business Analysis
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Create and reinforce the
credibility, feasibility and
sustainability of ICT solutions
implemented as well as
consistency with the specific
needs of the customer in
terms of technology and
business

24.
Thanks!
© International Institute of Business Analysis
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Telecom Italia
Ing. Filippo Dall’Olio, CBAP®, PMP®
filippo.dallolio@telecomitalia.it
--------------------------------------------------------------------------------------------------------------------------------
Telecom Italia
Ing. Mirella Marcocci, CBAP®, PMP®
mirella.marcocci@telecomitalia.it