Transformér dine produkter med teknologi
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Ved at indbygge teknologi direkte i produkter og services opstår nye muligheder for forretning og nye muligheder for at tilbyde kunderne ekstra værdi. Vi gennemgår, hvordan du identificerer relevante muligheder for din virksomhed - og hvordan du implementerer dem i praksis. Tete Mensa-Annan, chefarkitekt, Microsoft
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Transformér dine produkter med teknologi
- 1. Den digitale transformation – fra uanede muligheder til sund forretning
- 2. Transform Your Products Tete Mensa-Annan Managing Architect, Microsoft Services 2
- 3. Empower your employees Engage your customers Optimize your operations Transform your products Engage your customers Empower your employees Optimize your operations Transform your products Digital Transformation Pillars This talk
- 5. Rolls-Royce delivers advanced operational intelligence to airlines Challenge • Improve aircraft efficiency. • Increase aircraft availability. • Reduce engine maintenance costs for airlines. Strategy • Aggregated data from engines remotely with Azure IoT Suite. • Utilized Cortana Intelligence Suite to assess health and detect operational anomalies. Results • Retain asset value throughout an engine’s life cycle. • Reduce flight disruptions. • Potential cost savings of millions of dollars per year. ““The Microsoft Azure platform makes it a lot easier for us to deliver on our vision without getting stuck on the individual IT components. We can focus on our end solution rather than on managing the infrastructure.” — Richard Beasley, senior enterprise architect, Rolls-Royce
- 8. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation
- 9. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Being current on industry trends, finding key performance benchmark patterns, analyzing the types of business and strategies and tactics in competing organizations.
- 10. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Outlining the needs, goals, thoughts, feelings, expectations and pain points of each person involved, determining the actions and interactions of what your customer is doing, the channels where the interaction takes place, and the content.
- 11. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Emphasizing cultural relativity, holistic thinking, and the use of findings to frame cultural critiques, qualitative research and analysis to describe a cultural group.
- 12. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Exploring the customer’s journey to gather information about the products and services an organization provides that go beyond their immediate interactions in a specific digital or physical touch point.
- 13. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Generating, developing and communicating new creative ideas across all stages of the thought process, from research, envision, design to realization.
- 14. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Designing for the needs of your customers so that a service is people-centric, competitive, and relevant to your customers by helping your business to better understand the behavior, needs and motivations of your customers.
- 15. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Visually organizing and illustrating the series of steps and their sequencing in the customer journey storyboard as part of the iterative design process.
- 16. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Revealing the motivations, work-lives, environments, challenges, achievements, and the people and technologies that help them along the way, showing the ups and downs.
- 17. Use these tools and techniques to imaging what’s next, realize more value, and create experiences that differentiate. 1 Industry Research 2 Customer Journey Mapping 3 Ethnographic Research 4 Observation Analysis 5 Ideation Management 6 Scenario Planning 7 Story Boarding 8 Story Telling 9 Business Model Innovation Formulating the key building blocks to develop the business model by aligning activities by illustrating potential trade-offs across your value proposition, how you prioritize and execute to make money, go to market, manage cost and operations.
- 19. is widely used in business, engineering, and technical fields to describe a group within an organization given a high degree of autonomy and unhampered by bureaucracy, tasked with working on advanced or secret projects.
- 21. Congratulations You have now become a software company!
- 22. DevOps in a nutshell
- 23. DevOps framework • Services towards the business and governance around these services. Helping define business requirements into Cloud Services provided by the DevOps team. Service Management • Organizational design, training and ownership. Provide prescriptive guidance on the necessary roles and responsibilities to manage DevOps services and projects Organizational Change Management • Change and Implementation of processes and principles. Leveraging current practices for managing DevOps services. Process and Guidelines • Principles, guidelines and design patterns. Hybrid cloud design and pattern decisions. Architecture and Design • Standardized tools and software for DevOps. External frameworks and dependencies. Technical Tooling • Ongoing implementation of DevOps in existing projects, i.e. migrating towards principles, guidelines etc. Alignment with existing projects L1 - Initial L2 - Repeatable L3 - Defined L4 - Managed L5 - Optimizing
- 24. Telemetry will become ubiquitous
Notas del editor
- Digital Transformation is when we look at our products, services and processes and infuse them with Digital technologies in order to improve them. At Microsoft we think of DT in the 4 pillars here During this talk I will talk us through Transform Your Products, which by far is the hardest to crack I will provide insight on 3 capabilities any organization that engage in Digital Transformation needs; no matter what they do, or the technology they choose I will talk about how and where to find business opportunities for TYP and what it takes to realize value from it
- Some time ago I experienced myself telling old stories from when I worked in Redmond in the product teams….. In order for me to stay relevant I had to change; so I Read everything I could about Digital Transformation I’m still reading Fact is that our customers are changing and Microsoft is changing with them. Digital Transformation challenges us to changing ourselves, you and me, to become relevant to our customers business Defense: Kodak never made it into the digital photography world even though they invented the digital camera Offence: Netflix and other streaming video services has taken over the market from Blockbuster
- 5
- The first capability is about innovation, or rather your organizations ability to benefit from innovation. Anyone can innovate, that part is not hard. At the core it’s about generating ideas that improve our products or services. But ideas come cheap, the challenge is to find the truly great ideas quickly and NOT spend resources on bad ideas. This is why so many are talking about Agile and failing fast, so how do we do that?
- As I prepared for this talk I was thinking about which Innovation Model to talk about. Because in order to do innovation is a structured fashion it probably easier to do if guided by an established model However a quick search reveals that there are literally hundreds to innovation model so my advice here is simply: Pick on that you feel for. The interesting thing is though that no matter what model or framework you pick there are some common practices that seems to be broadly applicable, so I thought: Let’s talk about those.
- These are some of the tols and techniwues we use at Microsoft to help our customers innovate and realize value. Now it probably a good time to mention that there are many customers that think about Microsoft as “ Windows and Office” and maybe “SQL Server and SharePoint”. And they think of Microsoft Consulting Services as the technical experts you would call in if you needed to setup a super complicated SQL Server failover cluster with geo-replication or something like that. We still do that but it’s the old Microsoft. Fact is the MS is also affected by DT. We are transforming as well. As we transition from licenses to Subscription model we know that the price of subscriptions is moving ever moving downwards. The price of a TB of storage in the cloud was higher 12 months ago and will be lower 12 months from now. As a consequence we are moving some of our business towards heling customers innovate and provide the technical insights and expertise to the table.
- I have seen so many good ideas being stalled by the divide between IT and Business units. I can see it from both sides. Business want to move fast because they can see an opportunity and want to go after it, or a threat they need protections from It want stability because they need to deal with the messy IT landscape built over many years It’s a scary scenario to let innovation loose in the business units, without a mechanism to control technologies and cohesion across the enterprise Innovation needs to be let free Executive board need to control what sticks and gets approved PMO controls the collection of agile initiatives This is where the Prince II gated project model and yearly budget allocation of the old world meets with the desire for agile business
- Skunk Works is an official alias for Lockheed Martin's Advanced Development Programs (ADP) Because Culture eats strategy for breakfast Bank in Denmark is renting office space off campus to host their business development and innovation lab Microsoft created an offsite campus for the Xbox team in order to avoid influence from existing Microsoft culture
- DevOps is all about getting from Business Idea to released product as fast as possible. And not just that, from released products provide feedback to the business in order to make more changes as fast as possible. It’s really about establishing a structured cycle that can bring the great ideas from the Innovation Lab to market. Someone might think: I’m bloody not going to create and release new pumps every two weeks, and that is true. The hardware part of products cycle less frequently that the software part. And then again HW can be incrementally improved in order to save costs or eliminate customer pains. Digital on the other hand changes very fast and your organization need a capability to handle it efficiently.
- As we add digital to our products we take on an owners obligation. As customers get used to it they expect it to work, or they get very annoyed. Microsoft knowns from the Azure outages. If something is broken it must be fixed asap As competitors advance, we must advance, and not in 2 years, but in 2 months maybe. Luckily there is a huge industry ready to help organizations implement DevOps So if it’s not on your radar, you need to start thinking about who and how to handle the owners obligation tail.
- Can anyone see what is missing from this diagram? Walk thru from left to right Business ideas and requirements need to come from somewhere and would point to the backlog
- Telemetry from application Telemetry from Infrastructure Telemetry from processes Real Madrid used telemetry to discover their fan base in Indonesia and Japan Tesla training autonomous driving by turning the software on but NOT acting on it. Rather collecting what the drive does and compare that to what the software would have done, and then go back and adjust until they get it right enough.
- So far we have talked about Innovating great ideas and building the muscle to create real life products fast. They need to run somewhere, or at least the software part does. Many manufacturing companies have scada systems for many years and are collecting data in order to do monitoring. They are however motsly not doing anything else with the data
- McDonalds drive-thru experience Coke variable regression case Caption bot
- When building on a platform one gains the mementum of all the underlying services. While not free (hence DevOps) it is a much faster way to enhance services All the efort Microsoft puts into the platform you can decide to leverage