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Digital Enterprise
september 2014

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CONTENTS
1. DIGITAL ENTERPRISE 4
1.1 Introduction 4
1.2 SMAC 4
2. IT SERVICE PROVIDER DIGITAL ENTERPRISE SOLUTION PRACTICE 5
2.1 TCS Digital Enterprise 5
2.2 Capgemini Consulting Digital Transformation Practice 5
2.3 Accenture Digital 5
2.4 Deloitte Digital 5
2.5 Tech Mahindra Digital Enterprise Services 6
2.6 Wipro Digital 6
2.7 Dell Business Innovation Services 6
3. DIGITAL BUSINESS TRANSFORMATION 7
4. DIGITAL BUSINESS TRANSFORMATION CASE STUDIES 7
4.1 Burberry Digital Transformation 7
4.2 Digital Technologies in SME 8

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digital enterprise
By Manish Tiwari
All rights reserved
All product and company names mentioned herein are property of their respective
owners. Neither the publisher nor the authors nor the reviewers of this book have
any affiliation with the trademark owners. The trademark owners do not endorse
or approve the contents of this book.
The author and publisher have taken great care in the preparation of this
book, but do not imply warranty of any kind. No warranty can be created or
extended through any promotional activity. The publisher and author assume
no responsibility for errors or omissions, nor do they assume liability for
damages resulting from the use of information contained in this book. Any
recommendations implied in the book may not be applicable in every situation.
Some sections in the book contain information retrieved from public sources which
has been duly mentioned. The book includes information about companies based
on interactions with the company representatives in the past. The author assume
no responsibility for the veracity of period information related with the companies
in the book as these might have changed over a period of time.
All rights reserved. No part of this book may be reproduced in any form or by
any means, stored in a retrieval system, or transmitted across any media without
explicit written permission from the author.

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DIGITAL ENTERPRISE
1.2 SMAC
The concept of Digital Enterprise is commonly perceived to be driven by convergence of Cloud
Computing, Social Media, Analytics and Mobility technologies. Some of the IT Services companies
have coined their own acronym for technology stack driving transformation from Traditional
Enterprise to a Digital Enterprise. The most commonly used acronym is SMAC (Social, Media,
Analytics and Cloud) which has been coined by Cognizant Technologies while Tech Mahindra
has been using NMACS (Networks, Mobility, Analytics, Cloud, Security, Social and Sensors) to
represent the fifth generation technology stack that is powering the Digital Enterprise evolution.
We will analyze the technology stack in a more holistic way to better understand the
transformation and evolution of a Digital Enterprise. The multi dimensional approach will
essentially cover the incremental innovation in the technology architecture and business
innovation powered by the new technologies. The confluence of two is the foundation of a digital
enterprise.
• Technology Innovation is about efficiency and enhancements to the existing systems
on the lines of Moore’s Law.
• Tech Enabled Business Innovation is about transformation of business landscape
powered by disruptive technologies.
1.1 Introduction
An enterprise with seamless interconnectedness between process and people is classified
as digital enterprise. The interconnection between processes includes both internal
process integral to enterprise business as well as external process of an extended business
environment. The people refers to the entities directly connected with the enterprise such
as employees, vendors, customers, contractors or entities with indirect association or at the
times may not have any relation with the enterprise whatsoever but have the potential to
influence the business of an enterprise.
The interconnectedness enabled by technology generates lot of economic value for an
enterprise and its associated entities. The key element of a Digital Enterprise is tight coupling
between business and technology strategy. In fact business strategies are influenced and
driven by technology innovations in a digital enterprise.
Even as technology has gained in prominence, an understanding of business fundamentals
driving an enterprise has assumed greater significance and relevance to succeed in a
hypercompetitive world.

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IT SERVICE PROVIDER DIGITAL ENTERPRISE SOLUTION
PRACTICE
2.1 TCS Digital Enterprise
TCS Digital Software & Solutions Group mission is to provide fully licensed, industry specific
software and solutions to help enterprises harness emerging digital technologies to their fullest
advantage. The Initial industries being targeted by the group are Retail, Communications and
Banking and Financial Services, the company said.
TCS categorises the net impact of digital technologies on its customers into six buckets: business
models, business processes, consumer segments, channels, products and services, and workplace.
Digital Software & Solutions Group is headed by Satya Ramaswamy
2.2 Capgemini Consulting Digital Transformation Practice
Capgemini Digital Transformation capability have expertise in all areas where digital affects its
clients’ value chains, spanning front-end customer experience to back-end operations and on to
total business model transformation.
Capgemini, in partnership with the MIT Center for Digital Business has conducted the most
extensive research on digital transformation to date, examining more than 400 large mainstream
companies around the globe.
Didier Bonne leads the Capgemini Digital Transformation practice.
2.3 Accenture Digital
Accenture created the unit to focus on digital enterprises, with about 23,000 employees. Accenture
Digital merged company’s diverse digital services into a new, integrated end-to-end digital
capability,
Michael Sutcliff is the Group Chief Executive of Accenture Digital.
2.4 Deloitte Digital
Deloitte Digital offers services that enable client solutions using digital technologies, including the
Web, Mobile, Social Networking, Digital Strategy, Digital Content and Digital ERP.
Digital Transformation Practice
The Digital Transformation Practice delivers following services and solutions
• Multi-channel business strategy
• E-commerce platforms for new business models
• Innovative mobile applications
• Integrated digital marketing campaigns
• Social media strategy

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2.5 Tech Mahindra Digital Enterprise Services
The unit employs 2,500 people trained in digital technologies and has about 200 consultants who
work with clients to chart out their digital strategy. The company, which has targeted growing
revenue to $5 billion by 2015, expects 10% of that (approximately $ 500 million) coming from digital
enterprise services unit.
Digital Enterprise Solutions are built on 5th generation technologies like Networks, Mobility,
Analytics, Cloud, Security, Social, and Sensor (NMACS).
Mr. Rishi Bhatnagar is the global head of Digital Enterprise Services unit.
2.6 Wipro Digital
Wipro Digital provides integrated digital services including strategy, design and technology
implementation for digital business.
Mr. Bhanumurthy Ballapuram will head the newly created business unit.
2.7 Dell Business Innovation Services
Dell consolidated capabilities in social, mobile, analytics and cloud under one practice, Business
Innovation Services (BIS). This unit helps customers evaluate and implement digital technologies
in their enterprises.

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DIGITAL BUSINESS TRANSFORMATION
Digital transformation is about creating value by reducing cost through implementation of digital
technologies in various functional units and more importantly creating new revenue streams.
There is need to identify the opportunities for digital technologies investments that will create the
maximum impact on business.
The first digital initiative of a customer facing organization is in front end functions such as
customer experience and partner collaboration. However, great value can be realised through
digital technologies investments in the back office functions thereby improving operational
efficiency and process effectiveness. For example, at Starbucks, just 35 of 100 active IT projects in
2013 were focused on customer- or partner-facing initiatives while one-third of the projects were
devoted to improving efficiency and productivity and remaining one-third focused on improving
resilience and security.
DIGITAL BUSINESS TRANSFORMATION CASE STUDIES
4.1 Burberry Digital Transformation
When Angela Ahrendts took over as CEO in 2006, Burberry was significantly underperforming
against its peers: while the overall sector was growing at around 12-13% a year, Burberry’s rate
was about 1-2%. To address these issues, Ahrendts launched a significant transformation program
covering multiple business areas, from customer experience to operational excellence, and largely
driven by digital technologies.
To keep Burberry growing, Ahrendts recognized she needed to woo younger and more global
consumers, who communicate and share information -- and shop -- in the digital world.
Achieving this transformation was much more than new technology implementation. This was a
closely managed change program to achieve cross-channel consistency, engage employees, secure
the right skills, and develop strong IT-business relationships. Specific governance was put in place,
new roles were created, and missing skills were developed or acquired.
Ahrendts already has one eye on the future possibilities: “Consumer data will be the biggest
differentiator in the next two to three years. Whoever unlocks the reams of data and uses it
strategically will win.”
Burberry CEO Angela Ahrendts explained to Salesforce.com CEO Marc Benioff her vision: to
create a company where anyone who wanted to touch the brand could have access to it. She just
needed a digital platform to make it happen. Benioff sketched a diagram of how Burberry could
become a “social enterprise,” overlaying technology like Salesforce, SAP, Twitter, and Facebook
atop the entire company.
The company uses Salesforce’s Chatter platform -- think of it as a corporate version of Facebook
-- a tool that Ahrendts says has accelerated communication throughout the entire operation. Sales
teams in the stores, for example, were among the first to notice that larger male customers were
unhappy with the fit of one style of suit. Headquarters heard about it via “Burberry Chat,” and the
design team made some alterations. The company along with SAP jointly developed an app that
will put all of Burberry’s product and customer information into sales associates’ hands, allowing
them to look up a customer’s name to see a profile that includes global transaction history and

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social media activity as it relates to Burberry.
Likewise, Burberry’s website, dubbed Burberry World, is more than an e-commerce site or even
just a digital representation of its stores. Burberry is pushing to make its website a multimedia
experience.
4.2 Digital Technologies in SME
Small and Medium enterprises have used digital medium primarily for market and sales. Many
small and medium businesses have used marketplace platform for sales. Some of the business have
utilized social media platform mostly Facebook for marketing purpose and few have even built an
ecosystem for business transaction utilizing the power of the social media platform. If a business
has a differentiated product then the social media can generate good leads.
Kavani Sarees
Kavani’s Tan Kuruvilla uses Facebook to showcase her designs and as the first point of contact with
customers. Tan Kuruvilla has sold more than 600 custom-made bridal sarees that cost a minimum
of Rs 10,000. This sales volume was achieved with a near-zero investment in marketing. Kavani’s
Facebook page has almost 80,000 likes — the parameter of a page’s popularity on the social media
site. Kavani sarees have become so popular that Kuruvilla’s have decided to set up stores the first of
which started in Kerala’s Kottayam district followed by a store in Bangalore.

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ODigitech Research, Mumbai