Digital Transformation: A necessary technology disruption

Roma, 11 Ottobre 2019
DIGITAL DISRUPTION
Fausto Pasqualetti
Head of Cloud & Edge CIS Italy

On the 7th October, for the week, Cloud
Infrastructure Services (CIS), a Global
Business Line for Capgemini will host its
annual engagement week. Titled the
Power of New, the week is an
opportunity for all 20,000 CIS
employees to enjoy a series of global
and local events designed to engage,
educate and inform.
The goal of this event is learning,
engagement, and talent attraction and
give us some behind the scenes
thoughts on what goes in to making a
global event for 20,000 employees a
success.
Welcome everyone!
The Power of New

WELCOME
❑ Introduction [ Massimo Nitoglia ]
❑ Digital Transformation:
A necessary technology disruption [ Fausto Pasqualetti ]
❑ Serverless: What else? [ Luigi Di Mattia ]
❑ Digital transformation, true lies & worst practice [ Pierluigi Garino ]
❑ ALISON: the ChatOps IT Operation Platform [ Andrea Cenciarelli ]
❑ Architecting the Future in the V.U.C.A. World [ Stefano Fratini ]
❑ The Thinking Platform [ Francesco Iacoboni ]
CLOSING
BUFFET TIME
Agenda

6
© Capgemini 2019. All rights reserved |
Digital Transformation: A Necessary Technology Disruption | Roma, 11 Ottobre 2019
The system goes online on August 4th, 1997.
Human decisions are removed from strategic defense. Skynet begins to learn at a geometric rate. It becomes self-
aware at 2:14 AM, Eastern time, August 29th. In a panic, they try to pull the plug.

7
Roma, 11 Ottobre 2019
DIGITAL DISRUPTION
Fausto Pasqualetti
Head of Cloud & Edge CIS Italy

8
“A disruption displaces an existing
market, industry, or technology and
produces something new and more
efficient and worthwhile.
It is at once destructive and creative.”
Clayton Christensen - Harvard Business School

9

10
Change of Paradigm is disruptive

11
We put a man on the Moon
before we put wheels on
luggage
US pilot
Robert Plath
What came first? Wheeled
luggage or a man on the
moon?
Man on the Moon?

12
Paradigm Shift
Normal
Science
Model
Drift
Model
Crisis
Model
Revolution
Paradigm
Change
“Normal science, the activity in which most scientists
inevitably spend most all their time, is predicated on
the assumption that the scientific community knows
what the world is like. Normal science often suppresses
fundamental novelties because they are necessarily
subversive of its basic commitments. As a puzzle-
solving activity, normal science does not aim at
novelties of fact or theory and, when successful, finds
none.”
Thomas Kuhn, The Structure of Scientific
Revolutions, 1962

13
Innovation
Every Generation has a Defining Industry
Digital Transformation = Industrial Revolution
PoC
Product
Utility

14
Disruptive Innovation Model
It’s Not a Funnel. It’s an Hourglass!
Horizon 3
Horizon 2
Horizon 1
Sustaining
Innovations
Disruptive
Innovations
Geoffrey Moore
Zone to Win: Organizing
to Compete in an Age

15
Paradigm Shift & Disruptive Innovation

16
Change is everywhere…
Everything is going Digital
Digital cigarettes
Online Courses
M A S S I V E
O P E N
O N L I N E
C O U R S E S
Baby app
Wearable technology

17
The Singularity is Near
In December 2012, Kurzweil
was hired by Google in a full-
time position to "work on new
projects involving machine
learning and language
processing".
He was personally hired by
Google co-founder Larry Page.
Larry Page and Kurzweil agreed
on a one-sentence job
description: "to bring natural
language understanding to
Google".
Raymond Kurzweil is an
American inventor and futurist. He
is involved in fields such as optical
character recognition (OCR), text-
to-speech synthesis, speech
recognition technology, and
electronic keyboard instruments.
He has written books on health,
artificial intelligence (AI),
transhumanism, the technological
singularity, and futurism. Kurzweil
is a public advocate for the futurist
and transhumanist movements,
and gives public talks to share his
optimistic outlook on life extension
technologies

18
Linear vs Exponential Growth
My Life is so
Predictable!
I did not expect this!
Where you actually
end up in the future
Exponential Growth
surprise factor
Where you think you
will end up in the
future
Singularity

19
Speed
AOL took 9 years to get to 1 million users
Facebook took 9 months
Draw Something took 9 days.
Capacity
1 billion Facebook posts per day
2.5 billion exabytes of data
200 million tweets
Change – much bigger and much faster
The Internet
Client/Server
Mobile, Social,
Big Data & The Cloud
Database
ERP
CRM
SCM
HCM
HCM
PLM
MRM
Amazon Web Services
OpSource
IBM
GoGrid
Rackspace
Joyent
Hosting.com
Tata Communications
Datapipe
PPM
Alterian
Hyland
LimeLight
NetDocuments
NetReach
OpenText
PaperHost
Xerox
Google
HP
Microsoft
SLI Systems
EMC
IntraLinks
Jive Software
Qvidian
Sage
salesforce.com
SugarCRM
Volusion
Xactly
Zoho
Adobe
Avid
Corel
Microsoft
Paint.NET
Serif
Yahoo
CyberShift
Saba
Softscape
Sonar6
Ariba
Yahoo!
Quadrem
Elemica
Kinaxis
CCC
DCC
SCM
Cost Management
Order Entry
Product
Configurator
Bills of Material
Engineering
Claim Processing
Inventory
Manufacturing Projects
Quality Control
Business
Education
Entertainment
Games
Lifestyle
Music
Navigation
News
Photo & Video
Productivity
Reference
Social Networking
Sport
Travel
Utilities
every
60 seconds
400,710 ads
requests
2000 lyrics played
on Tunewiki
1,500 pings
sent on PingMe
34,597 people
are using Zinio
208,333 minutes
Angry Birds played
23,148 apps
downloaded
Unisys
Burroughs
Hitachi
NEC Bull
Fijitsu
ADP VirtualEdge
Cornerstone onDemand
CyberShift
Workbrain
Kenexa
Saba
Softscape
Sonar6
SuccessFactors
Taleo
Workday
Workscape
Exact Online
FinancialForce.com
Intacct
NetSuite
SAP
NetSuite
Plex Systems
Cash Management
Accounts
Receivable
Fixed Assets
Costing
Billing
Time and Expense
Activity
Management
Payroll
Training
Time &
Attendance
Rostering
Sales tracking &
Marketing
Commissions
Service
Data Warehousing
98,000 tweets
Finance
box.net
Facebook
LinkedIn
TripIt
Pinterest
Zynga
Zynga
Baidu
Twitter
Twitter
Yammer
Atlassian
Atlassian
MobilieIron
SmugMug
SmugMug
Atlassian
Amazon
Amazon
iHandy
PingMe
PingMe
Associatedcontent
Flickr
Snapfish
YouTube
Answers.com
Tumblr.
Urban
Scribd.
Pandora
MobileFrame.com
Mixi
CYworld
Qzone
Renren
Xing
Yandex
Yandex
Heroku
RightScale
New Relic
AppFog
Bromium
Splunk
CloudSigma
cloudability
kaggle
nebula
Parse
ScaleXtreme
SolidFire
Zillabyte
dotCloud
BeyondCore
Mozy
Viber
Fring Toggl
MailChimp
Quickbooks
Hootsuite
Foursquare
buzzd
Dragon Diction
eBay
SuperCam
UPS Mobile
Fed Ex Mobile
Scanner Pro
DocuSign
HP ePrint
iSchedule
Khan Academy
BrainPOP
myHomework
Cookie Doodle
Ah! Fasion Girl
Mainframe
2020
40ZB
Source: IDC (figure exceeds
prior forecasts
by 5 ZBs)
2005 2010 2012
2015
8.5ZB
2.8ZB
1.2ZB
0.1ZB

20
Surge in data requires a new approach for speed, agility, and security
Data growth and IT complexity are soaring
Data explosion
The number of
apps to manage is
rapidly increasing
IT complexity
By 2020, more than a trillion applications will be exchanging
58 zettabytes of digital data over 100 billion devices
1 trillion

A global leader in consulting, technology services and digital transformation,
Capgemini is at the forefront of innovation to address the entire breadth of clients’
opportunities in the evolving world of cloud, digital and platforms. Building on its
strong 50-year heritage and deep industry-specific expertise, Capgemini enables
organizations to realize their business ambitions through an array of services from
strategy to operations. Capgemini is driven by the conviction that the business value
of technology comes from and through people. It is a multicultural company of
200,000 team members in over 40 countries. The Group reported 2017 global
revenues of EUR 12.8 billion.
About Capgemini
Learn more about us at
www.capgemini.com
This presentation contains information that may be privileged or confidential and
is the property of the Capgemini Group.
Copyright © 2018 Capgemini. All rights reserved.
Name, Last Name
Title/Role
Capgemini Office (Optional)
Address Line 1
Address Line 2
Address Line 3
Name, Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3
Name, Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3
Name, Last Name
Title/Role
Address Line 1
Address Line 2
Address Line 3
People matter, results count.

22
Traditional Value Chain

23
Every Vertical Industry Value Chain is impacted
Digital Transformation
23
Product
Design
&
Innovation
Manufacturing
Supply
Chain
Management
Marketing
Sales &
Services
Integrated Value Chain
Manufacturing
Supply Chain
Management
Marketing
Sales &
Services
Product
design &
Innovation
Classical Value Chain
Data

24
Digital Value Chain
24
Cloud &
Edge
Big Data
Machine
/Deep
Learning
Smart
Business
DevOps

25
Guess the companies ?
25
Since 2008 1919
Initial investment 7.2 M$ 60 M$
Number of offices: 21 4,525
Headcount (people) 2,368 152,000 +
162,000
Hired in 2015 1,160
Revenue 2015 340 M$ 2.9 B$
Valuation / Market Cap 2015 25.5 B$ 23.2 B$
Airbnb's business travel has grown 700% in 3 years !!!

26
It’s all about application
$50 Billion
Transport
$50 Billion
Entertainment
$35 Billion
Photography
$19 Billion
Communication
$25 Billion
Hospitality
Uber, the world’s
largest taxi company,
owns no vehicles.
Alibaba, the most
valuable retailer, has
no inventory
Facebook, the world’s
most popular media
owner, creates no content
Airbnb, the world’s largest
accommodation provider,
owns no real estate
Something big is going on
Digital Transformation

27
Digital Companies – Market Strategies
1 Business
Function
A
2
Business
Function
B
3
Business
Function
C
4
Business
Function
N
1
Business
Function
A
2 Business
Function
B
3
Business
Function
C
4
Business
Function
N
Integrated Modularized
Incumbent
Value Chain
New Entry
Value Chain
Integrated
Modularized
Commoditize
&
Modularize
Integrated
&
Value Captured

28
Digital Companies – Market Strategy
28
1Properties
2
Trust
3
Reservation
4
Guest
1
Properties 2 Trust
3
Reservation
4
Guest
Incumbent
Value Chain
New Entry
Value Chain
Integrated
Modularized
Commoditize
&
Modularize
Integrated
&
Value Captured

29
1 Cars
2
Transport
3
Payment
4
Passengers
1
Cars 2 Transport
3
Payment
4
Passengers
Incumbent
Value Chain
New Entry
Value Chain
Integrated
Modularized
Commoditize
&
Modularize
Integrated
&
Value Captured

30
1 Servers
2
IT Services
3
Payment
4
Customers
1
Servers 2 IT Services
3
Payment
4
Customers
Incumbent
Value Chain
New Entry
Value Chain
Integrated
Modularized
Commoditize
&
Modularize
Integrated
&
Value Captured

31

32
Technology is changing the Face of Business

33
Alibaba, il più
grande reatiler B2B
non ha un
magazzino.
Uber, la più grande
compagnia di taxi al
mondo, non
possiede alcuna
auto.
AirBnb, il più grande
fornitori di alloggi,
non possiede beni
immobili.
Facebook, la più
grande media
company, non crea
contenuti.
Le piattaforme si focalizzano prevalentemente sulla distribuzione di servizi e prodotti attraverso
l’orchestrazione di una molteplicità di risorse e partner per:
realizzare customer
experiences semplici
ed innovative
creare una base di
clienti altamente
fidelizzata
offrire un numero
crescente di
prodotti ai propri
clienti
€
1 2 3
In tutti settori, la digitalizzazione ha permesso lo sviluppo di piattaforme che sono diventate il punto
di riferimento di un intero mercato
Digital Business Impact

34
Live and Let Die
“Say Live and Let Die
(Live and Let Die)
Live and Let Die
What does it matter to ya
When you've got a job to
do you gotta do it well
You gotta give the other
fellow hell…”
Sir Paul McCartney's

35
A little bit of « history »
Early
Era
1792 1844 1870 1945 1973 Now
Smoke signals
Drum beats
1st visual
Telegraphy
(semaphore) system
by Claude Chappe
Samuel Morse’s
telegraph system
1st electric
telephone
Coaxial cable &
microwave links
Cellular system Cable TV
Digital Techonlogy
Internet
Internet Telephony
Major events is
made possible
with wired
communication
Enable voice
transmission and telco
industry grew quickly
with inner city line and
telephone exchanges
A linear progression

36
A little bit of « future »
Now 2020 2030 2040 2050 2060 2070
I will start not to
care anymore
I will definitely
not care anymore
… we are entering an era where “impossible” increasingly becomes “doable”
…. Disruptive transformations driven by connectivity
In the future, every company will become
software company
If I still care, please
do something

37
Telco business must innovate rapidly or…
37
Digital Purchase
Subscription Streaming
Video on-demand rental
Kiosk rental
DVD / Blu-Ray sales
Rental from stores
Apr 2013 Apr ‘2014
$1.2 billion
Subsc. Revenue per quarter
cable and satellite
television network
Watch the trends

38
New Digital Jobs…

39
Digital Transportation…

40

41
Guess Who? (Again…)
Bill Gates
The Internet Tidal Wave
CEO 1975-2000
Steve Ballmer
The Device and Services
CEO 2000-2014
Satya Nadella
Mobile First! Cloud First!
CEO 2014-

42
Microsoft’s Share Price Quadrupled under Satya Nadella

43
Microsoft Revenue
0
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Search Social Smartphone
Cloud
AI

44
Microsoft revenue by major product line

45
Guess Who?
Linus Torvalds
the creator and, historically, the
principal developer of the Linux kernel
(Microsoft Team at LinuxCon 2016)
Richard Stallman
Lancher the GNU Project, founded the Free Software
Foundation, developed the GNU Compiler Collection and GNU
Emacs, and wrote the GNU General Public License.

46
1 O.S.
2
Apps
3
License
4
Customers
1
O.S. 2Apps
3
OpenSourc
e
4
Customers
Incumbent
Value Chain
New Entry
Value Chain
Integrated
Modularized
Commoditize
&
Modularize
Integrated
&
Value Captured

47
Microsoft ♥Linux

48
Revenue Streams of th Big 5 Tech Companies

49
Global vs Chinese Digital Ecosystem

50
USA vs China

51
PAYMENTS – AliPay and WeChat Pay
(1) fonte: Medium.com 2017; (2) fonte: Analysis, pagamenti mobile 2017
400 milioni
600 milioni
Nasce come strumento a supporto delle
attività svolte su WeChat da utenti
Retail: focus su social (es P2P e UX)
Nasce come strumento a supporto delle
attività svolte da utenti Business su
Alibaba: focus su eCommerce e Retail
39%
54%
Smartphone
Desktops, Smartphone
Focus
Offerta
Devices
supportati
Utenti
mensili (1)
Quota di
mercato (2)
Fondazione 2011
2004
AliPay e WeChat Pay sono le principali piattaforme al mondo per la gestione dei pagamenti
AliPAy e WeChatPay sono parte di un ecosistema in grado di coprire una molteplicità di esigenze e
fornire supporto a tutta la daily life degli utenti
Per l’elenco dei
servizi di Alipay e
weChat/WeChat
Pay si veda in
allegato

52
Alipay
Coupons and
offers
• Coupons and offers from
merchants
• Red packet (virtual
credits)
• AR red packet
• Coupons and offers from
merchants
• Coupons shared by friends
• Red packet (virtual
credits)
• Social gifting
Location-based
services
• Public services
• Local services
• Stores nearby
• Food ordering
• Taxy ordering
• Step tracking
• Tax rebate
• Package delivery status
• Public services
• Local services
• Food ordering
• Taxy ordering
• Step tracking
Tickets • Movie tickets
• Boarding passes
• Movie tickets
• Boarding passes
Enhanced
product
information
• Product information
• Product reviews
• Product information
• Product reviews
Digital receipt • Digital receipt, • Digital receipts
Loyalty • Loyalty cards • Loyalty cards
Identity • ID card
• Driver’s license
• Vehicle certificate
• Social security card
WeChat Pay
AliPay vs WeChat Pay
Alibaba e WeChat
hanno creato
ecosistemi in grado
di fornire supporto
agli utenti in tutta la
loro «daily life».
Partendo dai
pagamenti, Alibaba e
WeChat si sono
estesi alla gestione
dei finanziamenti,
al wealth
management ed
all’insurance.
(1) Statista, Agosto 2017
Non
payments
functionality

53
WeChat - One App Approch

54
Mattina
• Sveglia e controllo dei messaggi di amici su WeChat
• Lettura delle notizie su WeChat
• Noleggio di una bicicletta usando la mini-app di WeChat.
• Drink da Starbucks e pagamento con WeChat Pay
• Raccomandazione del nuovo Frappuccino di Starbucks ad un amico tramite WeChat
e accumulazione di punti fedeltà-
• Una volta al lavoro, accedi al desktop WeChat per discutere con i colleghi le attività
del giorno
Pranzo
• Ordinazione, pagamento del pranzo e recensione del cibo tramite WeChat
Pomeriggio
• Richiesta di un servizio di pulizia per pulire l’appartamento tramite WeChat ed è
effettuato pagamento attraverso WeChat Pay
• Controllo delle foto degli amici su WeChat moments
• Invio di un messaggio alla fidanzata per ricordarle che è il momento di prenotare le
vacanze estive ed invio di alcune opzioni su WeChat
• Prenotazione della vacanza utilizzando WeChat Pay
• Acquisto di vestiti nuovi per la vacanza sulla mini-app di un fashion retailer integrata
in WeChat
• Prenotazione di un appuntamento in ospedale utilizzando la sua mini-app per
eseguire la vaccinazione per il viaggio
Sera
• Prenotazione di un taxi con WeChat per incontrare la fidanzata a cena
WeChat
A day in the
life of…
WeChat &
WeChat Pay
WeChat e
WeChat Pay
forniscono
supporto
all’utente in
tutta la loro
«Daily Life»

55
Shopping & Entertainment Convenient Life Fund transfer Wealth Management
Help Center My packages Activity
Lifestyle
Gasoline E - Invoice Overseas D..
YCT – Top Up
City Service
Utilities
Card Repay
Top Up
Feeds
My car
AliPay
Dal gioco… …al monitoraggio di
un acquisto…
…al pagamento… …all’investimento…
L’esempio di

56
Servizi a
supporto dei
player digitali
Prodotti
abbinati ad
ecommerce
Sales lead
Servizi per
insurer
Prodotti
Mobile driven
Digital Insurance
• Segnalazione ai partner degli acquisti effettuati dai clienti (es.
un’auto, una casa ecc.)
• Assicurazione per ritardo dei voli (con rimborso in automatico sulla
base degli orari effettivi)
• Assicurazione per rottura dello schermo dello smartphone
• Assicurazione per cancellazione hotel
• Assicurazione danni per Bike sharing
• Assicurazione malattia con premi che variano in base al numero di
passi misurati dal contapassi dello smartphone
• Richieste di rimborso ospedaliere e ambulatoriali tramite WeChat
• Rimborso immediato in caso di restituzione del prodotto
• Rimborso per le customer disputes
• Il servizio Car Insurance Score, utilizza Big Data e AI per valutare il
rischio del conducente sulla base della professione del proprietario del
veicolo, storia del credito, abitudini di spesa, abitudini di guida e altri
dati
Zhong An Online è una compagnia
assicurativa interamente online
fondata da Alibaba, Tencent
(WeChat) e Ping An insurance a
ott- 2013
Zhong An
Caso di successo insurance
• Dal 2013 ha venduto oltre 8,2
miliardi di polizze
• Incassa un premio medio di 1,5 $(1)
• Ha una capitalizzazione di 7bn$
• Portafoglio di oltre 200 prodotti
• Il 60% dei clienti di Zhong An è
composto giovani tra i 25 e 30 anni
• il 52% degli impiegati è in
tecnologia, il 5% è addetta alle
vendite
Fonte: www.insuranceup.it; (1). xoxbowpartners

57

58
1. Le Aziende Tradizionali hanno un'eredità di costosi asset accumulati nel
tempo che erano parte fondante del loro core business (gli hotel di Hilton, le
macchine dei Taxi, le reti dei Telco, i mainframe e gli sportelli di banche e
assicurazioni)
4. I Sommergibili Digitali possono emergere in qualsiasi punto della Value
Chain di un'azienda e far diventare commodity quello che prima era un core
business.
3. Le Aziende Tradizionali devono adeguarsi al mercato e investire il loro
rimanente cash cow nella loro Trasformazione Digitale cambiando il loro
Business Model e la loro Value Chain
2. Le Aziende Digitali Innovative hanno reso commodity questi costosi asset
(airbnb le camere, uber le macchine, Netflix e gli operatori virtuali la rete dei
telco, le fintech e openbaking digital insurance sportelli e mainframe)
RECAP

59
Engaging with Disruption
What Are You Looking to Change?
59
Cloud
Social
Big Data
Internet of Things
Mobile
Infrastructure
Model
Operating
Model
Bus
Model
Geoffrey Moore
Zone to Win: Organizing to
Compete in an Age

60
60
YOU CANNOT STOP THE WAVE

61
61
BUT YOU CAN LEARN TO SURF.

63
Enterprises are under
Enormous Pressure
• Speed Innovation
• Create Agility
• Manage Risks
• Lower Costs
• Simplify
A New Style of Business
is demanded and is emerging

64
How we can survive?
Awesomeness !
Ambiguity
Collaboration !
Complexity
Unorthodoxy !
Uncertainty
Velocity !
Volatility
V
U
C
A

65
Cultural
• From punctuated equilibrium
to continuous delivery
• From Silos to DevOps
• Centralized Governance to
decentralized autonomy
Organizational
• From silos to “Business
Capability Teams” (Inverse
Conway Manoeuvre)
• Operational team delivering
self service, automated, agile
services
Technology
• Restructuring monoliths
• Restructuring data
• Containerization
• From orchestration to
choreography
Change will be required and is continuous…

66
Traditional Company IT Org
Culture & Staff
Digital Company IT Org
Innovation
Migration
Operation
Innovation
Migration
Architect &
Develop
Architect/Developer
Designer
Strategist
System
Administrator
Project
Manager
Operation
Technology
Budget
Services
Strategic investments
Design

A global leader in consulting, technology services and digital transformation,
Capgemini is at the forefront of innovation to address the entire breadth of clients’
opportunities in the evolving world of cloud, digital and platforms. Building on its
strong 50-year heritage and deep industry-specific expertise, Capgemini enables
organizations to realize their business ambitions through an array of services from
strategy to operations. Capgemini is driven by the conviction that the business
value of technology comes from and through people. It is a multicultural company
of 200,000 team members in over 40 countries. The Group reported 2017 global
revenues of EUR 12.8 billion.
About Capgemini
Learn more about us at
www.capgemini.com
This presentation contains information that may be privileged or confidential
and is the property of the Capgemini Group.
Copyright © 2018 Capgemini. All rights reserved.

Digital Transformation: A necessary technology disruption

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