Kundcentrera och anpassa end-to-end processer kring mobilitet, molnet, sociala medier och big data. Titta närmare på: Big Data (http://www-03.ibm.com/software/products/sv/category/SWP10), BPM (http://www-03.ibm.com/software/products/sv/category/BPM-Software), Social (http://www-03.ibm.com/software/products/sv/category/SWD00)

1. IBM Smarter Process
1
Robert Golladay, Smarter Process Leader, Europe
golladay@uk.ibm.com
26 Nov, Gothenburg

2. Managing complexity is a challenge in most industries
Time spent managing complexity (customer variability, performance quality and
workflow efficiency) in service-centric industries has surpassed 50 percent
Complexity threatens to reduce customer engagement
2
Source: Booz and Co., 2011

3. Global Automotive Industry Trends
and Challenges
3

4. CEOs are confronted with massive global shifts in the New Economic
Environment
Mature markets retain economic
power
Growth has been stagnant as the market
awaits the rate of adoption of connected and
electric/hybrid vehicles
5% 15% 79%
Move or return to unrestrained market
with limited state ownership or regulatory
reform
24%
15% 61%
Greater government involvement, more
regulation and government as a
stakeholder in strategic industry
Continued globalization
11 23%
Truck industry is still determining how
aggressively to globalize
Not at all/to a limited extent
Incredible growth, particularly in China
despite depth of recesssion
Big government, heavier
regulation
Small government, light
regulation
Slow down or reversal of
globalization
Rapidly developing markets gain
economic power
To some extent
67%
Auto companies have been among the
most global of all industries, truck OEMs
have been determining how to follow
To a large/very large extent
Insights from the IBM Global CEO Study
Source: Q8 Which of these future scenarios for the next five years do you consider more realistic? Globalization n=1515; Markets n=1502;
Government n=1519, Automotive n=75
4

5. Complexities Identified by Automotive CEOs in Today’s New Economic
Environment
The New Economic Environment
“The market in developed countries is
saturated. We have to go to emerging markets
such as China, Middle-East and Africa”
More volatile
Deeper/faster cycles, more risk
7% 21% 72%
CEO Automotive OEM, Japan.
17% 23%
“Today’s economic environment will be tough
for a long time. It is going to force everyone to
look at their businesses differently.”
CEO Truck OEM, U.S.
“We would love to simplify, but the reality is
that we will have to manage complexity going
forward.”
16% 13
23%
More uncertain
Less predictable
60%
More complex
Multi-faceted, interconnected
71%
Structurally different
Sustained change
16% 61%
CEO Supplier, U.S.
Insights from the IBM Global CEO Study
5
Not at all/to a limited extent
To some extent
To a large/very large extent
Source:Q7 To what extent is the new economic environment different? Volatile n=1514; Uncertain n=1521; Complex n=1522 ;
Structurally different n=1523, Automotive n=75

6. New forces are disrupting how companies do business
spend by
2014
25%
productivity
improvement
47%
growth in cloud
processes
€100B
government
savings
CONSEQUENCES
$3.6B

7. New forces are disrupting how companies do business
$3.6B
Mobile requires process reinvention
spend by
2014
Forrester forecasts that companies will spend about $900 million on mobile process
reinvention services in 2013 and up to $2.7 billion in 2014
25%
Socially-enabled processes drive increased productivity
productivity
improvement
According to McKinsey, social technologies, when used within and across enterprises,
can raise productivity of high-skill knowledge workers by 20 to 25%
47%
Cloud deployments force companies to rethink their processes
growth in cloud
processes
€100B
government
savings
Gartner ranks Business Process as a Service (BPaaS) as the fastest growing cloud segment
with 47% annual growth
Big data drives insight into processes
McKinsey found government administration could save more than €100 billion in
operational efficiency improvements alone by using big data

8. IBM capabilities for Smarter Process
Banking
Insurance
Healthcare
Industry and Functional
Industry and Functional
Consulting Expertise
Consulting Expertise
Government
Operational Decision
Management
Telecom
Managed
Managed
Business Processes
Business Processes
Social
Mobile
Transport
Energy
Industry Solutions
Industry Solutions
and Accelerators
and Accelerators
Big Data
Cloud
Business Process
Management
Retail
Case
Management
Operational Intelligence
Operational Intelligence
Business
Intelligence
Predictive
Analytics
Enterprise Content
Management
Service Oriented Architecture & Integration
8
Master Data
Management

9. Automotive Business Imperatives
9

10. The industry must be oriented around changing user priorities…
Traditionally, automotive enterprises have partnered with related industries and entities to varying
degrees.
Today’s smart automotive enterprise deepens these partnerships to generate new insights and
create capabilities—and connects this collaborative ecosystem directly to the consumer.
This results in the ability to deliver new value and experiences that meet consumers’ evolving needs.
New mobility
models
Fewer manual
operations
Increased safety
Greener
vehicles
Alternative financing
Better
service
Customizable
options
Responsible
manufacturing
10
Connected
entertainment

11. … and change business models and value chains to address evolving
market requirements and opportunities.
Recent Past
Evolving Future
Differentiation based on styling
and power
No direct OEM-consumer
relationship
Linkage to the automobile owner
via the connected vehicle
Longer warranties and annual
maintenance checks
Self monitoring and self-healing
vehicles
High volume production
Flexible manufacturing
Captive financing to enable car
sales
Captive financing enabling new
business models
Supply Chain Speed
11
Consumer focus on fuel
consumption, infotainment,
advanced electronics features
Cross-industry integration

12. Accelerate Change with Optimized Processes and Decisions
....
12
12

13. Automotive CEOs Are Charting Their Roadmap to Agility
Customers
Customers
Accelerate change with optimized
Business
E-Banking
processes and decisions
Business Process &
Customers
Branch
Decision Management
Site
ATM
International
Bank
Strengthen relationships
Government
and integrate with customers,
Oversight
suppliers and partners
Customers
ATM
Internal
Employees
Home
Mtg
LOB
Commercial
Finance
LOB
Connectivity
3 Party
& Mobility
Services
rd
Services
LOB
Commercial
Customers
Branch Site
3rd
Party
Service
s
Underwriting
Control costs and add flexibility
with smart applications
Mortgage
providers
Payment
Service
Providers
Outsourced
service
providers
Legal
Services
Cloud
Infrastructure
Across their Dynamic Business Network
13

14. Automotive Processes Benefit from a Layer of Control and Visibility with
BPM
Finance
and Ops
Warranty Claims
1.
Automatically
Prioritizes and
Routes Work
2.
Guides users
through decisions
3.
Standardizes
resolution across
geographies
4.
Leverages existing
systems and data
5.
Monitors for
business events
and initiates action
6.
Real-time visibility
and process control
Finance
Management
Dealer
Engineer
Line Worker
BPM
Benefits:
80% Reduction in Manual
Interactions
Faster Issue Resolution
14

15. Adoption is Incremental, Benefits can be Extraordinary
Europe
Tamed incident management scenario in
record time
Implemented twenty processes across their
supply chain in 24 months
System handles 30,000 rules and 500
transaction types for 4,000 institutions
3x faster time-to-market
25% cost reduction to maintain business logic
Increases customer & distributor satisfaction
Company-wide adoption by business users
> 200 simple processes built by business users
in production within 18 months
> 40,000 tasks assigned to users per month
within first 6 months
> 180,000 process instances created in first
half of 2012, surpassing total for 2011
Average 3000 users per day
15
Cut “engineering” time of designers on car
systems by 20% in one year
60+ BPM Developers across 3 continents
Multiple processes automated across
purchasing, & product development
Process discovery, process automation and
integration, and decision management are all
building blocks across the enterprise

16. 16

17. Here are several recent examples of BPM/BMRS
deployments delivering Smarter, more agile processes @ IBM
Mid-Market Deal Registration – Deliver PTI improvement by reducing deal
registration cycle time with rules-based work-flow automation.
Supply Chain Alerts – Over $2M annual savings for timely notifications when
supply chain disruptions occur.
Cross-brand Pricing Estimator – Reduce pricing proposal implementation
from 14 to 1-4 days and deployment to new countries in days versus weeks.
Business Outcomes
Achieved
GTS Cloud Sales Enablement – Integrated work-flow, rules and monitoring to
reduce partner “register to welcome kit” cycle-time from days to hours.
GMU Geography Location Code Assignment - Enabled GMU reps to
update rules (direct) for geography location code assignments, reducing cycle
time from several weeks to just a week for more than 50 countries.
Maintenance Technical Services – Increased IBM Client satisfaction through
proactive notification of exposures in clients’ IT inventory by applying rules
derived via analytics
Infrastructure Optimization – Reduced cycle time by 75% to complete the
analysis required to migrate from Physical servers to Virtual servers
Business Agility Enablement Cloud - Application teams rapidly acquire
shared instances of BPM and Decision Management software in minutes to
implement solutions that achieve business agility.
17

18. Business process management yields significant benefits
4
Weeks
300%
ROI
KPMG is providing its clients with business benefit in as little as
two weeks, helping them remediate bad books of business
Captured critical tax&audit knowledge, applying ad-hoc business patterns
and creating a new line of business
Horizon Blue Cross Blue Shield generated an average of 300%
ROI on each internal process improvement project
Reduced processing time for claims by 20-30 minutes each
3000
Banco Espirito Santo has 200 simple processes in production with
80,000 process instances in 6 months
Average users
per day
3000 average users per day running on the processes
$30
Million in
savings in six
months
18
Caterpillar generated $30M automating workflow and decision
making in the warranty claim process
Visibility, compliance, and adaptability to new international markets

19. 4 Key Capabilities
19

20. Typical Entry Points demanded by clients to achieve
Process Innovation
Industry Expertise and Solutions
Business Discovery
Understanding & Compliance
Process
Automation
& Integration
Decision Management
Business Events
& Rules
Business Visibility, Monitoring & Measurement
Master Data
Management
Integration
Analytics
Enterprise Content
Management

21. Why IBM for Smarter Process?
Install base of over 5,000+ active implemented customers and
800+ business partners
Leader in Gartner’s Magic Quadrant for Intelligent Business
Process Management Suites and leader in the Forrester Waves
for BPM Suites and Dynamic Case Management
#1 market share in Business Process Management (BPM) and
Business Rule Management Systems (BRMS) according to
Gartner and IDC
Global Business Services and ISSW established the Smarter
Process Center of Competency (CoC) to provide deep
expertise and create repeatable Smarter Process assets
21

22. Grazie
Italian
Traditional Chinese
Thai
Gracias
Spanish
Merci
French
Russian
Arabic
Obrigado
Danke
Brazilian Portuguese
German
Simplified Chinese
Japanese
22
Korean

23. Operational decision management yields significant benefits
130
MasterCard processes each payment transaction within 130
milliseconds per request
milliseconds
per transaction
43,000 transactions per minute; Responds to fraud threats within hours
8000
Visa Europe handles up to 8000 credit card payment
authorizations per second across Europe
transactions
per second
96%
60 rule changes in 13 months; Over 30,000 business rules
Swiss Customs achieves 96.5% straight-through processing
to validate electronic customs declarations
straight-through
processing
200,000 declarations daily; Over 700 business rules
300%
WorkSafe Victoria sees 300% improvement in payment times to
workers compensation treatment providers
improvement
23
85% straight-through processing; Over 2,000 complex rules

24. Costs, risks and implied value of Warranty Management
in the Automotive Industry
Warranty Costs are an important cost factor
for the automotive industry. US statistics show (2011)
efforts of > 9 bil. USD on the OEM and 1,6 bil. USD
on the supplier side. For these costs companies need
to hold high reserves.
Claims paid
(US Automotive Industry)
Reserves held
(US Automotive Industry)
IBM & customer confidential

25. Warranty Claims Processing - Before
Less Automated, Less Precise/Flexible
Notify
www
N
Assess
Eligibility
Call Center
Reseller
78%
Eligible?
Y
N
Eligible?
Manual
Assessment
Y
Assess
Paymen
t
Settle
Decision logic
embedded in
procedural
progamming
logic;
database/stored
procedures;
domain experts
Limited straightthrough
processing
Lack of
consistency,
granularity and
specialization
Claims
leakage/fraud
25
25

26. Situation
• High touch claims process
– 1.7M claims per year, $1B payouts
– 22% of all claims (in $) are automatically evaluated & settled
• Only 8% for claims above $2500, yet representing 40% of total payouts
• Inconsistencies
– Claims processed & settled by people executing corporate policies and
exercising their judgment
– Lack of auditability
• Inability to change & adapt
26
26
– No clear view of policies in effect at any specific period of time.
– Difficult to understand and change business policies, thus limiting the
business tactics and strategy
– Lacking ability to quickly adjust and adapt to the changing business
environment
– No trend analysis or easy tie-back to product management, engineering,
production

27. Approach
Incremental refinement of existing guidelines
• Create new guidelines to automatically settle 100% of claims lower than
$800. (38% of the total warranty claims transaction)
• Refine existing guidelines for the current automatic processed claims:
more consistency & minimized claims payouts to the extent possible
(38% of the total warranty claims transaction)
Expansion of automated settlement with new guidelines
• New guidelines (greater complexity) for higher value claims, which account
for 65% of the total claims dollars paid out
(24% of the total current warranty claims transaction)
• Decision logic to engage an expert when a creative human decision is
required
27
27

28. Warranty Claims Processing - After
Less Automated, Less Precise/Flexible
Notify
www
N
Assess
Eligibility
Call Center
78%
Eligible?
Y
N
Limited straightthrough
processing
Eligible?
Manual
Assessment
Y
Assess
Paymen
t
Reseller
Settle
More Automated, More Precise/Flexible
Notify
www
N
Assess
Eligibility
Call Center
Reseller
28
28
0-18%
Eligible?
Y
Decision logic
externalized
Context-specific
consistent and
granular
throughout
Y
Assess
Paymen
t
Lack of
personalization
and
specialization
Highly
automated
N
Eligible?
Manual
Assessment
Decision logic
embedded in the
process model or
code
Settle

29. Streamlining Compliance Processes
These Decisioning Elements
Or Decision Intensive Applications
are Business Rules rich
Examples:
If the warranty claim is for 400 horsepower turbo diesel
and the mileage is less than 150k miles
and failure codes d and e apply
Then approve warranty claim
If mileage is less than 150k miles and failure code a,
b, and c apply
Then manually review warranty claim
29
Copyright © 2008 by ILOG, Inc. - All Rights Reserved
29

30. Streamlining Compliance Processes
These Decisioning Elements
Or Decision Intensive Applications
are Business Rules rich
Examples:
If the warranty claim is for 400 horsepower turbo diesel
and the mileage is less than 150k miles
and failure codes d and e apply
Then approve warranty claim
If mileage is less than 150k miles and failure code a,
b, and c apply
Then manually review warranty claim
30
Copyright © 2008 by ILOG, Inc. - All Rights Reserved
30

31. Adoption can be done incrementally
Think Big. Start small. Grow Fast.
Think Big. Start small. Grow Fast.
2
1
3
Transform Across and
Beyond the Enterprise
Establish a
Program
Build Project-Based
Credibility
Project …….. to Program ….... to Transformation
31
31

32. Why IBM for Smarter Process?
Install base of over 5,000+ active implemented customers and
800+ business partners
Leader in Gartner’s Magic Quadrant for Intelligent Business
Process Management Suites and leader in the Forrester Waves
for BPM Suites and Dynamic Case Management
#1 market share in Business Process Management (BPM) and
Business Rule Management Systems (BRMS) according to
Gartner and IDC
Global Business Services and ISSW established the Smarter
Process Center of Competency (CoC) to provide deep
expertise and create repeatable Smarter Process assets
32

33. Grazie
Italian
Traditional Chinese
Thai
Gracias
Spanish
Merci
French
Russian
Arabic
Obrigado
Danke
Brazilian Portuguese
German
Simplified Chinese
Japanese
33
Korean