SMAC Digital Technologies - Introduction

Abiliti: Future Systems

Abiliti: Future Systems

“Throughout eternity, all that is of like form will come around again – everything that is the same must always return in its own

everlasting cycle.....”

• Marcus Aurelius – Emperor of Rome •

Many Economists and Economic Planners have arrived at the same conclusion - that most organisations have not yet widely adopted sophisticated Digital Technology – let alone integrated

Social Media content and “Big Data Analytics” into their core Strategic Planning and Financial Management processes.....

The Digital Enterprise

Many of the challenges encountered in managing Digital Enterprise Programmes result from attempts to integrate the multiple, divergent Future Narratives from lots of different stakeholders in the Enterprise – all with different viewpoints, desired outcomes, goals and objectives. This may be overcome by developing

a shared, common Vision of the future state of the Digital Enterprise – along with a Roadmap to help us

to plan and realise the achievement of that Vision.

Abiliti: Future Systems• Abiliti: Origin Automation is part of a global consortium of Digital Technologies Service

Providers and Future Management Strategy Consulting firms for Digital Marketing and Multi-channel Retail / Cloud Services / Mobile Devices / Big Data / Social Media

• Graham Harris Founder and MD @ Abiliti: Future Systems– Email: (Office)– Telephone: (Mobile)

• Nigel Tebbutt 奈杰尔泰巴德– Future Business Models & Emerging Technologies @ Abiliti: Future Systems– Telephone: +44 (0) 7832 182595 (Mobile)– +44 (0) 121 445 5689 (Office)– Email: [email protected] (Private)

• Ifor Ffowcs-Williams CEO, Cluster Navigators Ltd & Author, “Cluster Development”

– Address : Nelson 7010, New Zealand (Office)– Email : [email protected]

Abiliti: Origin Automation Strategic Enterprise Management (SEM) Framework ©

Cluster Theory - Expert Commentary: -

mailto:[email protected]

mailto:[email protected]

• Marcus Aurelius • Emperor of Rome

• “Throughout eternity, all that is of like form will come around again – everything that is the same must always return in its own everlasting cycle.....”

• “Look back over time, with past empires that in their turn rise and fall – through changing history you may also see the future.....”

• Marcus Aurelius followed • Stoic Philosophy •

Stoicism – Motivation for Human Actions

Reason – logic

Human Actions

chance

reason

obsession

passion

habit

nature

delusion

desire

Human Nature – (good and evil)

altruism, heroismcuriosity, inquiry,ignorance, malice

Desire – need, want

Passion – love, fixation

Obsession – compulsion Serendipity – randomness, chaos

Ritual, ceremony, repetitionPrimal Instinct–

anxiety, fear,anger, hate

Stochastic

Emotional Deterministic

Reactionary

SMACT 4D Digital Technology

SMACT 4D Digital TechnologySMACT 4D Digital Technology – • The term SMACT Digital Technologies describes the use of digital resources to

discover, analyse, create, exploit, communicate and consume useful information within a digital context – converting those pervasive Data Streams yielding actionable commercial insights into Revenue Streams– by driving a compelling digital Customer (Patient / Citizen / Consumer) Experience and Journey through planned Customer Experience Management (CEM). There are currently an average of 9 internet-connected devices per household– smart phones, tablets, computers, smart TVs –rising to 70 within 5 years - as smart homes and smart consumer electronics arrive.

SMACT 4D – Telematics, Social, Mobile, Analytics, Cloud, – Telematics – the Internet of Things (IoT) – pervasive Fixed / Mobile Internet-

connected Smart Devices delivering Machine-generated / Automatic Digital Data and Video Streams - Mobile-to-Mobile (M2M) and Mobile-to-Cloud (M2C)

– Social Media, Virtual Communities, Digital Ecosystems, User Content– Mobile Communication Platforms / Smart Devices / Smart Apps– Big Data Analytics / Data Science – via Hadoop Stack / SSDs / GPUs– Cloud Services Platforms – Azure, SalesForce, Workday

SMACT 4D Digital TechnologyTelematicsThe Internet of Things (IoT) – Smart Devices, Smart Apps, Wearable Technology, Vehicle Telemetry, Smart Homes and Building Automation

SMACT 4D Digital Technology• Experts predict that the confluence of SMACT 4D – Telematics and the

Internet of Things (IoT), Social Media, Mobile Platforms, Smart Devices and Smart Apps, “Big Data Analytics” and Cloud Computing Services – will be a potent and leading business-technology enabler of the next decade. They agree that SMACT 4D Digital Technology services will have a huge impact on Virtual Networks, Digital Communities, Digital Enterprises and the whole SMACT 4D ecosystem in general. Gartner estimates that India-centric IT services vendors will witness an 8-10% annual revenue growth from SMACT 4D.

• SMACT 4D may provide the much-needed boost for India’s $108-billion IT sector, which has had a jagged growth in the last couple of years on account of global economic challenges, falling consumer spending, and a Eurozone crisis in their main markets. The industry body Nasscom foresees a 12-14% revenue growth in the ongoing fiscal year (2014). The adoption of disruptive digital technologies could further drive increased client spending – possibly at the expense of core IT expenditure on conventional ERP and CRM.

SMAC Digital Technology• Increasing change is rapidly driving customer, businesses and technology interaction in a tight embrace, with

the convergence of disruptive technologies eroding the boundaries separating them. Businesses are becoming more and more agile, and technologies such as social media, mobility, analytics and cloud computing are coming together to unleash unlimited opportunities for everyone involved. This convergence – also known as SMAC – will be the leading disruptor to the business-technology ecosystem over the next few years.

SMAC Digital TechnologyTelematics• Telematics is an interdisciplinary field of Digital Communication Technology (DCT) for

the long-distance transmission and processing of automatic (machine generated) digital information (telemetry). While this application might suggest a much more universally encompassing definition than Machine-generated / Automatic Data Streams between Smart Devices and the Cloud - it is simply the branch of SMACT 4D Digital technology which deals with the Internet of Things (IoT) – the management of remote devices via mobile telecommunications and cloud platforms.

• Telematics – pervasive Fixed / Mobile Internet-connected Smart Devices delivering Machine-generated / Automatic Digital Data and Video Streams - Mobile-to-Mobile (M2M) and Mobile-to-Cloud (M2C) – the Internet of Things (IoT) Typical Telematics Data Sources might include: -

– Geophysical data from remote devices in Digital Oilfields– Image Data from satellites, aircraft and drones in Digital Battlefields– Wearable Technology – digital data streaming from wearable devices– Environment data from remote oceanographic buoys and weather stations– Vehicle Telemetry from spacecraft, aircraft, ships, trains and road transport – Image Data from vehicles, aircraft and drones with Emergency Response Teams

SMAC Digital TechnologySocial Media / User Content• A social media strategy has become a must for all enterprises, be it banks, retailers or

the government. With over one billion individuals logged on to various social networks, people are now using social media for advice on what products to buy, where to shop and even regarding what firms they want to work with. While most enterprises use social media for their customer service function only, many firms have now started using social media in tandem with their sales and marketing functions. This in turn enables firms to use data generated by the customers effectively to service their larger pools of customers.

Mobility• Mobile devices have changed the way people access digital content. Smartphones

and tablets have brought rich, digital content to the fingertips of consumers. Mobile banking has emerged as one of the most innovative products in the financial services industry. Shoppers are increasingly using their mobile devices for everything from browsing to comparing to buying products. Governments are also reaching out to their citizens, using mobile devices as an efficient channel. Enterprises must also jump on to the mobility bandwagon, and ensure that their applications are mobile ready.

SMACT 4D Digital TechnologyAnalytics• Every year, companies and individuals generate billions of gigabytes of data. Data,

which properly analyzed and used in time, can emerge as an unbeatable competitive advantage. Enterprises need to recognize the prospect analytics represents and should adapt their IT strategy to capture such opportunities’. Analytics can help retailers predict buying decisions of shoppers; it can help banks weed out fraudulent transactions; while governments can use analytics to provide services directly to their citizens. Predictive analytics has also been adopted across industries in various scenario building activities.

Cloud computing• The undeniable power of cloud computing to foster innovations and imprve

productivity is now accepted by both IT vendors and their customers. While the financial services and government sectors are mostly moving to a private cloud model due to information security concerns, other industries like healthcare and retail have adopted public cloud. Moreover, their existing infrastructure has helped telecom players to emerge as providers of cloud computing, leading to erosion in boundaries between IT and telecom vendors.

SMACT 4D Digital Technologies

SMACT 4D Digital TechnologiesThese are some of the most influential Internet of Things (IoT) leaders: -

– Huawei – James Shine (Digital Futures)– Huawei – John Frieslaar (Digital Futures) – BT Global – Andrew Green (Digital Healthcare)– BT SmartReach – Chris Amos (Smart Metering)– Microsoft – John Coplin (Digital Healthcare)– Google – Eze Vidra (Head of Campus at Tech City)– SH&BA – Stephen Pattenden (Smart Buildings, IoT)– Open University – Dr. Blain Price (Digital Patient Monitoring)– Building Research Establishment – Mike Perry (Smart Buildings, IoT)– Technology Strategy Board – Jonathan Mitchner, IoT Executive– Telefónica Digital – Mathew Key – CEO (Digital Healthcare)– Telefónica Europe – Dr. Mike Short CBE (Digital Futures and the Smart Ward)– Telefónica O2 Public Sector – Bill D'Arcy (Highways Agency MOSAIC Programme)– Department of Business, Industry & Skills – Richard Foggie, KTN Executive– University of Hertfordshire – Colin Mallett, Johann Siau, Piotr Cofta (IoT)– Science City Research Alliance – Sarah Knaggs (Strategic Project Manager)

The Cone™ - Digital Marketing

Next-Generation Enterprise (NGE) Digital Business Models –driving emerging Digital product and service providers.

The Digital Enterprise is all about doing things better today in order to design and build a better tomorrow. Digital Marketing is

driven by rapid response to changing social conditions so we can generate and maintain increased stakeholder value - and create

a brighter future for all of our stakeholders to enjoy today……

The Cone™ – Digital Marketing

The Cone™ – Digital Marketing

The Cone™ - Customer Types– turning Data Streams into Revenue Streams…

• Fanatics – Desire (10%)• Enthusiasts – Need (20%)• Casuals – Interest (30%)• Indifferent – Brand Awareness (40%)

Customer Management(CRM / CEM)

The Cone™ - Brand Loyalty / Affinity

Fanatics - 10%

Enthusiasts - 20%

Casuals - 30%

Indifferent - 40%

The Cone™Brand Loyalty & Affinity

The Cone™ – MODEL DEVELOPMENT

Initialise Cone™ Model

Cone™ ModelDesign

Data Load

Cone™ Model

Calibration and Tuning

Cone™ History

Matching

Cone™ Real-Time Analytics

Data Model

Database Schema

Business Analyst

DBA

Survey Data

Cone™ Model

Data Architect

DBA

CRM Data

Populated Cone™ Model

Data Architect

DBA

Stream and Segment Data

Profiled Cone™ Model

Data Architect

DBA

Historic Data

Historic Trends

Data Architect

Data Scientists

Real-Time Data

Actionable Insights

Data Architect

Data Scientists

The Cone™ Converting Data Streams into

Revenue Streams

SalesforceAnomaly 42ConeUnicaEnd User

BIG DATAANALYTICS

SOCIAL MEDIA

E-CommercePlatform

FULFILMENTSales Orders

The Cone™Brand Loyalty & Affinity

SalesForceCRM

Geo-demographics• Streaming• Segmentation• Household Data

SOCIAL CRMHouseholds

Insights

InsightsInsights

Anomaly42

Unica

Offers andPromotions

Peopleand Places

Campaigns

Social Intelligence• User Content and Blogs• Social Groups and Networks

EXPERIAN

The Cone™ – Brand Loyalty / Affinity

Digital Disruptive Impact

Creative DestructionJoseph Schumpeter - 'Creative Destruction‘

• Joseph Alois Schumpeter was an Austro-American economist and political scientist and a leading figure in the Austrian (Real) School of Economics. He briefly served as Finance Minister of Austria in 1919. In 1932 he became a professor at Harvard University where he remained until the end of his career. Schumpeter said that "the essence of capitalism is the process of creative destruction” – industrial change driven by new technology..

• 'Creative Destruction' is a term coined by Joseph Schumpeter in his work entitled "Capitalism, Socialism and Democracy" (1942) to denote a "process of industrial mutation that incessantly renews the economic structure from within, constantly destroying the old economic structure and creating a new economic structure “ as new industries emerge.

• 'Creative Destruction‘ occurs when something new replaces something older – and a familiar example is personal computers. The PC industry, led by Microsoft and Intel, destroyed many mainframe computer companies - but in so doing, novel disruptive technology created one of the most important industries of the last century. Today, new Smart Phone, Tablet and Notebook manufacturers are destroying PC companies

Introduction – Digital DisruptionDrivers of Digital Disruption• Change is ubiquitous, continuous and dynamic – as we find ourselves living in a

rapidly evolving world where disruptive technology impacts on almost every aspect of social and business life. Disruptive technology challenges the way that people and organisations work together in a global Digital Economy. 50% of all the worlds data has been added in the last two years. SMAC Digital Technology drives the collection, storage and communication of vast amounts of data which is analysed within a digital context so that digital revenue streams may be optimised.

Introduction – Digital DisruptionDisruptive Futurism • Disruptive Futurism is forward analysis of the various impacts of new and emerging factors of

Disruptive Change on Political, Economic, Social, Industrial, Agronomic, Environmental, and Technology factors - and how Disruptive Change is driving Business and Technology Innovation. Managing change and the uncertainty that accompanies agents and factors of change is simply a case of understanding how current patterns, trends and extrapolations interact with emerging agents and catalysts of change and the resulting chaos, disruption and uncertainty (Random Events) in order to create novel and unexpected opportunities – as well as posing clear and present dangers that threaten the very status quo of the world as we know it today.....

Digital Skill-sets and Competencies• In any organization, leadership is now challenged to understand the need to develop and adapt

dynamic disruptive capabilities - in order to compete and survive in the digital marketplace by utilising advanced competencies and skill-sets required for Clustering Analytics and Predictive Modelling Algorithms, Event Processing, Data Mining, and Data Integration with the focus on IOT - which includes but is not limited to - Mobile, Social and Enterprise Platforms, Architectures, Systems, Devices, Protocols and Applications.

• Design Innovation and the role of Technology Convergence •

Understanding Convergence is the Key to Strategic Innovation.

• Technology Innovation is simply the result of combining existing resources in novel and innovative ways – in order to create new and different Products and Services. Understanding the impact of Technology Convergence is the Key to driving design Innovation. Many common and familiar objects in use today exist only as a result of a series of technology convergence events.

• The average, everyday design for a passenger vehicle or laptop computer is the culmination of a long and sustained series of technology consolidation and integration events garnered from a large number of apparently unrelated scientific advances and technological innovations. Light-weight batteries were developed to provide independence from fixed power sockets and hard-disk drives were made compact enough to be installed in portable devices. The smart phone and tablet resulted from a further convergence of emerging technologies such as 3/4G cellular and Wi-Fi telecommunications, GPS, mobile computing and internet browsers, digital image processing, Cloud Computing and Smart Apps - mini-applications that run using in-memory computing and do not need to be installed on a hard-disk drive.

Digital Disruption DriversIntroduction – Digital Disruption• We are living in super-connected world where we have seen all kinds of smart devices

provide us with connectivity, integration, and intelligence. The Internet of things (IOT) provides us with a new way to connect, collaborate, and communicate so that contextual decisions can be made faster and with greater insight and accuracy. Smart Devices are making our lives increasingly interwoven and networked into complex global Digital Ecosystems. Globalisation, Urbanisation and Digitalisation are both complementing and disrupting the world that we live in today. Digital Disruption is a driving force - creating intriguing new possibilities and opening up novel opportunities for innovation.

• Emerging digital technologies such as SMAC - Social Media, Mobile Platforms, Analytics and Cloud Services, along with smart devices and machine data - have generated a new digital mindset where collaboration and information sharing drives digital business and social transformation through disruptive organisational and technology change - where shared, distributed processes and dynamic organisational structures are evolving to modify, re-orientate and thus realise and maximise digital value through the consumption shared data sources via mobile platforms and smart devices.

Digital Disruption DriversDrivers of Digital Disruption• Change is ubiquitous, continuous and dynamic – as we find ourselves living in a

rapidly evolving world where disruptive technology impacts on almost every aspect of social and business life. Disruptive technology challenges the way that people and organisations work together in a global Digital Economy. 50% of all the worlds data has been added in the last two years. SMAC Digital Technology drives the collection, storage and communication of vast amounts of data which is analysed within a digital context so that digital revenue streams may be optimised.

Drivers of Digital Disruption1. Digital Tools – Smart Devices, Smart Apps

2. Mobile Platforms – Data collection and aggregation

3. Digital Customer Experience Management

4. Multi-channel Retail Architecture – Digital Media

5. Digital Communities, Ecosystems and Economies

Digital Disruption Drivers

Drivers of Digital Disruption1. Digital Tools – Smart Devices, Smart Apps

2. Mobile Platforms – Data collection and aggregation

3. Digital Customer Experience Management

4. Multi-channel Retail Architecture – Digital Media

5. Digital Communities, Ecosystems and Economies

Digital Disruption DriversDigital Tools• Digital Tools – Smart Devices, Mobile Platforms, Analytics and Cloud Services – collect

data streams from various Smart Devices, Smart Apps and Social Media platforms. Analytics and Customer Insights streamline and improve the digital channel experience for the customer, and are thus able to generate ever larger revenue streams from digital data streams. Digital service offerings can be optimised and integrated across all digital channels by exploiting innovative methods to improve immediacy and agility. Disruptive Technologies make traditional business operational models redundant as cost / time-to-market drivers allow digital organisations to grow.

Mobile Platforms – Data collection and aggregation• The rapid adoption and take-up of Digital Data is one disruptive driving force behind

business growth – enabled by Digital Platform and Service convergence. Social Media, Data Science / Big Data Analytics, Mobility Platforms and Cloud Services technologies are creating a tsunami effect of disruption at an ever increasing pace. Digital Enterprises are forced to deal with the convergence of Digital Platforms and Services for sustainability and growth – where the massive availability of reliable data and insights results in an accurate analytical input into the operational and strategic decisions making process.

Disruptive Digital Technology

Digital Product Lifecycle Strategy

Digital Product Lifecycle Strategy• Everything around us has a lifecycle. It is born, it grows, it ages,

and it ultimately dies. It’s easy to spot a lifecycle in action everywhere you look. As a person is born, grows, ages, and dies – then so does a star, a tree, a bee, or a civilization – and so does a company, a product, a technology or a market - everything goes around in a lifecycle of it own.

Digital Product Lifecycle Strategy• Everything around us has a lifecycle. It is born, it grows, it ages, and it ultimately dies.

It’s easy to spot a lifecycle in action everywhere you look. As a person is born, grows, ages, and dies – then so does a star, a tree, a bee, or a civilization – and so does a company, a product, a technology or a market - everything has a lifecycle of it own.

• All lifecycles exist within a dynamic tension between system development and system stability. When an entity is born, and during it’s early its development - it has low stability. As it grows, both its development and stability increase until it reaches maturity. After peaking, its ability to develop diminishes over time while its stability keeps increasing over time. Finally, it becomes so stable that it ultimately dies and, at that moment, it loses all stability as well.

• That’s the basics of all lifecycles. We can try to optimize the path or slow the effects of aging, but ultimately every system makes this lifecycle progression. Of course, not all systems follow a bell curve like the picture below. Some might die a premature death. Others are a flash in the pan. A very few live long and prosper - but from insects to stars and everything in between, we can say that all things comes into being, grows, matures, ages, and ultimately fades away. Such is the way of life.

Digital Product Lifecycle Strategy• Everything has a lifecycle. It is born, it grows, it ages, and it ultimately dies. It’s easy

to spot a lifecycle in action everywhere you look. As a person is born, grows, ages, and dies – as does a star, a tree, a bee, or a civilization – and so does a company, a product, or a market - everything has a lifecycle of it own.


Investment

Product Lifecycle

Product Launch

Product Development

Product Planning

Death

Plateau

Product Maturity

Decline

Aging

Early Growth

MigrateCustomers

to newProducts

Withdraw

Innovation Prototype / Pilot / Proof-of-concept

Cash CowCeaseInvestment

Digital Product Lifecycle Strategy• Is "marketing“, “advertising” or “product placement” the real reason

that your new Digital product launch isn't selling as well as expected ?


• What do the principles of adaptation and lifecycles have to do with your business strategy? Everything. Just as a parent wouldn’t treat her child the same way if she’s three or thirty years old, you must treat your strategy differently depending on the lifecycle stage. And when it comes to your business strategy, there are actually three lifecycles you must manage. They are the product, market, and execution lifecycles: -

– The product lifecycle refers to the assets you make available for sale.– The market lifecycle refers to the type of customers to whom you sell.– The execution lifecycle refers to your company’s ability to execute.

• In order to execute on a successful strategy, the stages of all three lifecycles must be in close alignment with each other. If not, like a pyramid with one side out of balance, it will collapse on itself and your strategy will fail. Why? Because aligning the product, market, and execution lifecycles gives your business the greatest probability of getting new energy from the environment now and capitalizing on emerging growth opportunities in the future. The goal of any digital product strategy is to get new energy from the environment, now and in the future.) As we will see, aligning all three lifecycles also decreases your probability of making major strategic product placement mistakes.


• Each lifecycle please note that each stage blends into the next. Although every lifecycle may have distinct stages, this is really only for convenience. There’s no real, definitive, clean and clear break where you know when one stage has ended and another begins. In addition, there are three basic prerequisites that you must have before you can pursue any strategy.

• First, the strategy must be aligned with the company vision and values. Second, the company must have or be able to get the resources – including staff, technology, and capital – to execute the strategy. Third, the company must have or be able to develop the core capabilities to execute the strategy. For now, I am going to assume that you have all three prerequisites in place and that you’re currently acting on, or about to act on, a strategy that meets these basic requirements.

Digital Product Lifecycle – End-phase

Digital Brands and Branding

“Look back over time, with past empires that in their turn rise and fall – through changing history you may also see

the future.....”


Digital Brands and Branding

Digital Brands and BrandingBRANDS: DEFINE YOUR AUDIENCE - how much is too much?

• Traditionally, marketing and branding strategists are told that defining a target audience is the key to successfully executing a branding strategy. This led to a trend of audience targeting being one of the hottest must-haves in branding campaigns: technology companies rushed to build platforms and tools to facilitate audience segmentation while media owners rejoiced over the promise of a better monetization of their properties.

• However, premium, customizable audiences soon proved that they really weren't an advertiser's Holy Grail. It may seem perfectly logical that the more you know about someone, the easier it would be to make that someone engage with your brand and ultimately become a customer. But recent reports indicate this might not be the case and that "onion audiences" - that is to say audiences made up of layer after layer of carefully identified, selected and tracked attributes do not necessarily make consumers more likely to convert or take action based on marketing messages.

Digital Brands and Branding• The Cluetrain Manifesto was written by four visionaries in 1999 (which is now

a very long time ago) - and predicted the Internet would evolve to a point where the consumer holds the "power" and no longer could the corporate world continue to communicate to their markets (the people they wish to interact with) in a push marketing or broadcast manner. How right they were.

http://en.wikipedia.org/wiki/Cluetrain_Manifesto



http://en.wikipedia.org/wiki/Push_marketing

Digital Brands and Branding• The Internet is fast evolving, especially through the social web and social media, so

there is now a plethora of digital channels which can be used to hold a dialogue between a Brand and a Consumer, or groups of consumers. Digital brand engagement is brand engagement with a key focus on communication via the web.

• The Internet has evolved and people/consumers can now be very selective about which brands they choose to interact with; and have the ability to communicate their thoughts and feelings globally. Such mediums on the social web including blogs, micro-blogs, forums, social networks, groups within social networks, bookmarking sites, imagery and video sites can all be utilised by consumers; which they are doing in their thousands.

• A great brand is one of a company's most valuable assets, and a great name is critical to that brand's success. Brands can take notice of what is being said about them, their product or service by monitoring conversations taking place outside of their own website, through "buzz monitoring" tools and there are a number of tools to choose from. The value of the information provided is proportional to the time and expertise dedicated to configuring and analysing the data provided. This value can be increased further when the buzz monitoring data is correlated with onsite web analytics data. It's important to listen and observe the buzz, and analyse its impact prior to engaging.

http://en.wikipedia.org/wiki/Internet

http://en.wikipedia.org/wiki/Social_Web

http://en.wikipedia.org/wiki/Social_media

http://en.wikipedia.org/wiki/Brand

http://en.wikipedia.org/wiki/Consumer

http://en.wikipedia.org/wiki/Brand_engagement

http://en.wikipedia.org/wiki/Internet

http://en.wikipedia.org/wiki/Social_network

http://en.wikipedia.org/wiki/Web_analytics

Digital Brands and BrandingWHO ?

People / Consumers

WHERE ?Places / Location

WHAT ? Influence

WHY ?Brand

Association

WHEN ?Time / Date

HOW ?Method

Who are they? Geography –Where do they live and work ?

What are their core values?

Why are they motivated to the Brand?

When do they interact with the Brand?

How do they interact with the Brand?

Ethnographics - Nationality, Racial Group, Ethnic Type

Country, Sate Sentiment - (positive, negative, neutral) ?

Are they brand advocates. neutral or opponents?

Mornings ? On-line / Smart Apps at Home ?

Demographics - Age, Marital & Medical Status

Region, Town, Reach of Brand conversation?

INTEREST - are they just an Observer?

Daytime ? On-line / Smart Apps at Work ?

Sociographics - Earnings, Social Class, Education, Politics, Religion

District, Area Volume and frequency of conversations?

NEEDAre they a new Brand Participant?

Evenings ? In-store – commuting between home and work

Psychographics – consumer brand behaviour

Street, Building Authority of brand dialogue and content ?

DESIREOr are they Active Brand Contributor?

Weekends ? In-store – shopping trip in the evening / weekends ?

Digital Business Transformation

Digital Transformation

Throughout eternity, all that is of like form comes around again – everything that is the same must return again in its own

everlasting cycle.....


Business Strategy v. Digital Strategy

Digital EnterpriseDigital Technology• The term Digital Technologies is used to describe the exploitation of digital resources in order to

discover, analyse, create, exploit, communicate and consume useful information within a digital context. This encompasses the use of various Smart Devices and Smart Apps, Next Generation Network (NGN) Digital Communication Architectures, web 2.0 and mobile programming tools and utilities, mobile and digital media e-business / e-commerce platforms, and mobile and digital media software applications: -

• Cloud Services – Secure Mobile Payments / On-line Gaming / Digital Marketing / Automatic Trading– Automatic Data – Machine-generated Data for Remote Sensing, Monitoring and Control

• Mobile – Smart Devices, Smart Apps, Apps Shops and the Smart Grid• Social Media Applications – FaceBook, LinkedIn, MySpace, Spotify, Twitter, U-Tube, WhatsApp• Digital and Social Customer Relationship Management – eCRM and sCRM • Multi-channel Retail – Home Shopping, e-commerce and e-business platforms• Next Generation Network (NGN) Digital Communication Architectures – 4G, Wifi, WiMax, LTE• Next Generation Enterprise (NGE) – Digital Enterprise Target Operating Models (eTOM)• Big Data – Discovery of hidden relationships between data items in vast aggregated data sets• Fast Data – Data Warehouse Engines, Data Marts, Data Mining, Real-time / Predictive Analytics• Smart Buildings – Security, Environment Control, Smart Energy, Multimedia/Entertainment Automation

Digital Enterprise

• It seems that there's still very much education to do for Board Members in order for them to fully understand the true value of transforming their business into a digital enterprise.

Digital EnterpriseDigital Enterprise Definition

• The Digital Enterprise is all about doing things better today in order to design and build a better tomorrow. The Digital Enterprise is driven by rapid response to changing conditions so that we can create and maintain a brighter future for our stakeholders to enjoy. The Digital Enterprise evolves from analysis, research and development into long-term Strategy and Planning – ranging in scale from the formulation and shaping of Public-sector Political, Economic and Social Policies to Private-sector Business Programmes, Work-streams and Projects for organisational change and business transformation – enabling us to envision and achieve our desired future outcomes, goals and objectives

• Many of the challenges encountered in managing Digital Enterprise Programmes result from attempts to integrate the multiple, divergent Future Narratives from lots of different stakeholders in the Enterprise – all with different viewpoints, desired outcomes, goals and objectives. This may be overcome by developing a shared, common Vision of the future state of the Digital Enterprise – along with a Roadmap to help us to plan and realise the achievement of that Vision.

Digital Enterprise Delivery Methodology: -– Understand success management – Scope, Budget, Resources, Dependencies, Milestones, Timeline– Understand achievement measures – Critical Success Factors / Key Performance Indicators / ROI– Produce the outline supporting planning documentation - Business and Technology Roadmaps – Complete the detailed supporting planning documentation – Programme and Project Plans– Design the solution options to solve the challenges – Business and Solution Architectures – Execute the preferred solution implementation – using Lean / Agile delivery techniques– Report Actual Progress, Issues, Risks and Changes against Budget / Plan / Forecast– Delivery, Implementation and Go-live !

Digital Enterprise• Experts predict that the confluence of SMACT 4D – Telematics and the

Internet of Things (IoT), Social Media, Mobile Platforms, Smart Devices and Smart Apps, “Big Data Analytics” and Cloud Computing Services – will be a potent and leading business-technology enabler of the next decade. They agree that SMACT 4D Digital Technology services will have a huge impact on Virtual Networks, Digital Communities, Digital Enterprises and the SMACT 4D ecosystem in general. Gartner estimates that India-centric IT services vendors will witness an 8-10% annual revenue growth from SMACT 4D.

• SMACT 4D may provide the much-needed boost for India’s $108-billion IT sector, which has had a jagged growth in the last couple of years on account of global economic challenges, falling consumer spending, and a Eurozone crisis in their main markets. The industry body Nasscom foresees a 12-14% revenue growth in the ongoing fiscal year (2014). The adoption of disruptive digital technologies could further drive increased client spending – possibly at the expense of core IT expenditure on conventional ERP and CRM.

Virtual Retailing

Future Business Processes will be executed on the move – Face-to-Face with the Customer In-store and At-home, via Mobile Apps and using

Web and Contact Centre Channels.

Virtual Retailing

Virtual Retailing• Future Business Processes will be executed on the move – Face-to-Face with the

Customer In-store and In-home - as well as via Web and Contact Centre Channels.

• Multi-channel Retail Architecture – e-Commerce Platforms– In-home / In-store (F2F) • Catalogue • Call Centre • Internet • – Mobile Apps • Social Media Channels • Secure Mobile Payments •– Stebo • ATG Dynamo • IBM WepSphere e-Commerce Servers •– Oracle Retail / CRM • SAP IS/Retail / CRM • Manugistics • Quantum

• Enterprise Services Layer – Real-time Analytics @ POS– Real-time Analytics at POS / Global Mapping and Spatial Analysis– Service Aggregation, Intelligent Agents and Alerts– Data Analysis, Data Mining and Statistical Analysis– Facial, Image and Wave-form Analytics, Pattern and Trend Analysis

• Mobile Enterprise Platforms – Cloud Computing on the move– Smart Grid – Deployed via Next Generation Network (NGE) Wireless amd Optical networks– Home Area Network (HAN) – Deployed via Wireless Hubs and Femtocells (Local Cells)

• Wireless Hubs - WiFi / WiMAX, LTE and IMS• Femtocells – 3G UMTS / GPRS and 4G HSDPA, mVoIP •

– Smart Devices – Laptops, Tablets, PDA’s, Smart Phones, Domestic Appliances– Smart Apps – Mobile Applications for Smart Devices

Disruptive Digital Transformation• To create a Digital Enterprise, strategic Business Transformation needs re-designed People,

Process and Technology orchestration and collaboration with Digital Technology infrastructure. Digital disruption and service innovation demands an agile corporate culture which can support rapid and efficient design, deployment and launch of Digital USPs – digital customer solutions that support. service differentiation and demonstrate customer excellence in the increasingly competitive digital marketplace. Digital systems drive the customer journey and showcase novel digital features and functions which can deliver a compelling customer experience and journey

• In order to meet the challenges of Digital Business Transformation, the implementation of efficient new business models and rapid adoption of novel and emerging digital technology capabilities is an essential prerequisite for making business sense of the torrent of digital data being captured from internal and external data streams. Big Data Analytics and Data Science provides the platform to integrate, aggregate and correlate the data streams flowing from every digital device and Social Media, Smart Apps / Devices, Mobile Platforms and Cloud Services – providing actionable insights into customer needs and behaviour , so turning Data Streams into Revenue Streams – to achieve operational business targets and deliver key strategic outcomes.

RETAIL DOMAINS EXPERIENCE

RETAIL 2.0 DOMAINS

BUY MOVE SELLPlanning

and Forecasting

Procure Provision Replenish

Logistics Customer Management

Channels Marketing Retail Operations

Head Office

Future Management

Strategic Foresight and

Future Studies SustainabilityRenewable Resources

Future Logistics Landscape

Social AnthropologyEthno-graphicsDemographics

Future PDA Hand Held Device and

Smart Device Propositions

Future Retail Markets and

Opportunities,

Future Retail Landscape

Future Retail Policy and Legislation

Strategy and Planning

Store Tiers / ClusteringProduct

Assortment and Mix

Vendor Management

Strategy

Category Management

Strategy

RFIDWireless

GPRS / UMTS/ WAP

Hand Held Device and PDA

Customer Insight and Loyalty

StrategyMass

Customisation Micro-marketing

Channels StrategyMVNO / MVPN Propositions

Smart Devices -Planning and

Transition

Retail Proposition and Customer Offer,

Customer Experience and

Journey,

Governance, Reporting and

Controls IFRS SOX

Business Operations

Planning and Demand

Forecasting

Contracts and Framework AgreementsPurchasing

Schedules and Call-off

Inventory and Provisioning

Logistics OperationsValue Chain Management

Customer Management

Business Operating Model (BOM)

Channels Business Operating Model

(BOM)

Offers and Promotions

ManagementProduct / Category

Management

Retail Operations Business

Operating Model (BOM

Value Chain Management

Retail Performance

Reporting, and Management

DWH BI Analytics

Architecture Planning and Forecasting Architecture

Vendor Management

and Procurement Architecture

Inventory, Provisioning

and Replenishment

Architecture

Supply Chain, Architecture

Customer Domain Architecture

Channel Architecture

PLCM / CRM Architecture

EPOS / Retail Merchandising

Architecture

Financials, Reporting and

Analytics Architecture

Solution Architecture

Planning and Forecasting

Solutions Design

Procurement Solution Design

Inventory, Provisioning

and Replenishment Solution Design

Supply Chain, Solution Design

CRM SystemsCall Centre and Contact Centre Solution Design

Channel; Access Solution Design

PIMS and Campaign

Management Architectures

EPOS / Retail Merchandising Solution Design

Performance ManagementDWH and BI

Systems Management

Planning and Forecasting

SystemsManugistics,

Quantum

Procure-to-Pay Systems

JDA RetailOracle Retail

SAP IS / Retail

Provisioning Systems


SAP IS / Retail

GIS Mapping and Network Gazetteer

Supply ChainSystems

CRM SystemsCall Centre and Contact Centre

Systems

Content Managemente-commerce

Systems

PIMS / CRM and Campaign

Systems


SAP IS / Retail EPOS / Retail Salas Systems

and CRM Systems

Record-to-Report Systems


SAP IS / Retail IBM FileNet, EDM

Infrastructure Management

Retail Infrastructure

Monitoring and Control

Warehouse and Distribution Automation

Multi-media Channel Access and Fulfilment


Business Continuity

On-demand Computing and

Shared Services

EPOS Network Infrastructure

Monitoring and Control

Desktop ServicesClient Inventory,

Provisioning, Help Desk and Support

Key Basic Industry Sector Familiarity / Understanding

Good Segment Understanding / Previous Experience

Current Segment / Business Unit Knowledge

Retail 2.0 “Perfect Store”

Retail 2.0 Digital Transformation

Part 2

Part 4

Part 3

Part 1

Strategic Enterprise Management Framework

Enterprise Target Operating Model (eTOM)

Future Management and Innovation Plans


Enterprise Architecture Model and Roadmap

Enterprise Architecture

Business Programme Plan / Project Plans

Infrastructure Architecture


Business Architecture

Strategic Outcomes, Goals & Objectives

Innovation, Research and Development

Business Programme Management

IS / IT Strategy

Technology Strategy

Systems Planning

Enterprise Governance, Reporting and Controls

Infrastructure Planning

Business Planning

Organisation Structure

Retail 1.0 Strategic Foresight

Strategy Development

Organisational Change

Enterprise Architecture Framework

NGE – Next-Generation Enterprises

Collaborative Business Models

Service ConvergenceI

BusinessTransformation

Technology Change

NGA- Next-Generation

Architectures

Enterprise Application Integration

Technology ConvergenceI

Buy Move Sell

Smart Devices

Mobile Platform

Cloud ServicesRetail 2.0

I

I

Transition - Retail 1.0 to Retail 2.0 “Perfect Store” Business Operating Model = InnovationI

Retail 2.0 “Perfect Store” – Architecture Landscape

IBMWebSphere

SAP NetWeaverPi and/ orIBM MQSI

SAP IS/Retail

SAP CRM

Stebo or IBMProduct Centre

Internet

Contact Centre

Mobile3rd Party

ATG Dynamo Oracle Fusion Oracle Retail

Oracle CRM

Stebo or Kalido

Internet

Contact Centre

Mobile3rd Party

SAP Solution Architecture

Oracle Solution Architecture

Customer Loyalty

EPOS / SEL

Customer Loyalty

EPOS

Sales Channels

Fulfilment Channels

Sales Channels Fulfilment Channels

In-store

Home Delivery

In-store

Home Delivery

Retail 2.0 “Perfect Store” Multi-channel Enterprise Architecture

BI / BO / BW HANA

SAP ECC7, ERP

Oracle OBIE

Oracle e-Business Suite

E-commercePlatform

IntegrationPlatform

RetailPlatform

CRMPlatform

CataloguePlatform

Internet

Contact Centre

Mobile3rd Party

Customer Loyalty

In-storeSystems

Sales Channels Fulfilment Channels

In-store

Home Delivery

Data Warehouse

Head OfficeShared Services

Social Media Real-time Analytics

Mobile Platforms Cloud Digital ChannelsSocial Media

Conversations

Multi-channel Retail Architecture

Multi-channel Retail

Retail Operations – Retail Merchandising and Logistics

Head Office – Finance, Planning and Strategy

Marketing – Customer Loyalty, Experience and Journey – Offers, Promotions and Campaigns

In-store EPOS – Internet – Home Delivery

Provisioning & Replenishment

In-store Systems

Retail Operations Systems

ERP Systems

Customers

OperationsManagers

Finance Managers

Loyalty Mart

Financial Data Warehouse

CRM and Marketing Systems

Marketing Managers

Multi-channel Sales Data Warehouse

Marketing

Customer Analytics Reports

Retail

Multi-channel Sales Analysis

OperationsWarehousing &

Logistics Reports

Head Office

Financial Analysis Reports

e-Commerce Systems

Campaign Mart

Merchandising & Logistics Data

Supplier Data

Product Data

Stores Data

Merchandising

Inventory & Provisioning

Reports

EPOS Data

Call Centre Data

Internet Data

Customer DWH

CRM Data

Retail Managers

ERP Data

Catalogue Systems

Planning & Forecasting

Systems

“BIG DATA”

Retail and Logistics Data

Warehouse


Systems

Apache Hadoop Framework

HDFS, MapReduce, MetLab, “R”

Catalogue Data

Autonomy, Vertical

Hadoop

SAP HANA

Multi-channel Digital Architecture• The last decade has seen an unprecedented explosion in mobile platforms as

the internet and mobile worlds came of age. It is no longer acceptable to have only a bricks-and-mortar high-street presence – customer-focused companies are now expected to deliver their Customer Experience and Journey via internet websites, mobiles and more recently tablets.

TELCO 2.0 DOMAINS

Operational Support Systems - OSS Business Support Systems - BSS Enterprise Support Systems - ESSEnvironment Management

Network Smart and Hand Held

Devices

Retail Customer Management

Telco Billing Rating and Mediation

Marketing Settlements Head Office

Future Management

SustainabilityRenewable Resources

NGN - Next Generation

Network Architectures

4G / Edge

Future Handset PDA and Hand Held DevicesSmart Device Propositions

Future Telco Retail Model and Landscape

Social AnthropologyEthno-graphicsDemographics

Telco Consolidation and Convergence

ETOM

Future Telco Markets and Landscape

Future Telco Interconnect Wholesale

Contracts and Agreements

Strategic Foresight and Future

ManagementFuture Telco Policy

and Legislation

Strategy and Planning

HydroelectricitySolar, Wind and

Tidal Power Geothermal

EnergyBio-fuels

Future Shared Network Planning IMS / SIP

Cloud Computing

MVNO / VPN Propositions

Smart Metering -Planning and

TransitionElectronic Toll & Congestion Mgt.

Telco Retail Proposition and Customer OfferProduct / Service Packaging and Development

Customer Offer, Experience and Journey PlanningMicro-marketing and Mass-customisation

Fixed-to-Mobile Convergence - FMC

BSS / ESS Convergence - SDP Mediation Rating and

Telco Billing IS / IT Planning and Strategy

Customer Insight & Loyalty Strategy Customer Profiling, Streaming and Segmentation

Risk Management Frameworks- Outsights- COSO

Governance, Reporting &

Controls- IFRS- COBIT- SOX

Business Operations

Micro-GenerationCHP Combined Heat & Power

Civil EngineeringEnvironment Management

InventoryProvisioning

Work Scheduling

Job Management

Smart Metering and IDEX

Energy Data Management

Electronic Traffic Management

Retail OperationsValue Chain Management

Customer Relationship Management

Business Operating Model (CRM BOM)

Mediation, Rating and Telco Billing


Product / Tariff Management Campaign Management

Contracts and Settlements Balancing, & Optimisation

Performance Managements

DWH / BI Analytics Data

Mining

Architecture Asset and Environment Management Architecture

Network Infrastructure Architecture

Smart Meter Infrastructure Architecture

MVNO / VPN Platforms

Supply Chain, EPOS, Retail Merchandising Architecture

Customer Domain Architecture

Customer Profiling, Streaming and Segmentation

Mediation Rating and Telco Billing Architecture

PLCM / CRM Architecture

Contracts and Settlements Architecture

Financials andSettlementsDocument

Management


Asset and Environment Management

Solution Design

Network Infrastructure Management

Solution Design

Smart Meter Information

Management MVNO / VPN

Solution Design

Supply Chain , EPOS, Retail Merchandising Solution Design

Contact Centre Solution Design

Mediation Rating and Telco g Billing

Solution Design

PIMS / CRMContact and Campaign Management Solution Design

Contracts and Settlements Management Solution Design

Performance Management

DWH and BI Architecture

Systems Management

Plant, Building, Site and

Environment Management

Systems

GIS Mapping and Network

GazetteerNetwork

Monitoring & Control Systems

Energy Data Collection and Aggregation

Systems - IDEXMVNO / VPN

Meter Network Management

Supply ChainEPOS / Retail Systems and CRM Systems

Contact Centre and Customer Systems– Oracle CRM– SAP CRM– Unica /

Cognos– Clarity– Onyx

Telco Billing and Collection Systems– Oracle BRM– SingleView– Amdocs– Keenan

PIMS Systems CRM SystemsCampaign Management Systems

Contracts and Settlements Management Systems

Oracle e-business Suite, BRM, CRM SAP IS Retail, Ent. Portal, MDM, Pi, FI CO SD BPEM, SEM, SSM. BI and BWIBM FileNet, ECM

Infrastructure Management

Telco Network Infrastructure Telco NetworkMonitoring and

Control

Network Security

Anti-trafficking and Counter-

terrorist measures

Smart Device Infrastructure ManagementStandardised Terminating Equipment

Business ContinuityDisaster RecoveryEPOS Network


Avaya, Genesys, Nortel Switches


Document Print Management

Diallers / Routers

On-demand Computing and Shared ServicesVR IVR / DiallersCisco Routers

Virtualisation, Automation On-demand Computing and Shared Services

Desktop ServicesClient Inventory, Provisioning, Help Desk and SupportBusiness Continuity

Telco 2.0 “Digital Enterprise”

Telco 2.0 Digital Transformation

Part 2

Part 4

Part 3

Part 1

Strategic Enterprise Management Framework

Enterprise Target Operating Model (eTOM)

Future Management and Innovation Plans


Enterprise Architecture Model and Roadmap

Enterprise Architecture

Business Programme Plan / Project Plans

Infrastructure Architecture


Business Architecture

Strategic Outcomes, Goals & Objectives

Innovation Research and Development

Business Programme Management

IS / IT Strategy

Technology Strategy

Systems Planning

Enterprise Governance, Reporting and Controls

Infrastructure Planning

Business Planning

Organisation Structure

Telco 1.0 Strategic Foresight

Strategy Development

Organisational Change

Enterprise Architecture Framework

NGE – Next-Generation Enterprises

Collaborative Business Models

Service ConvergenceI

BusinessTransformation

Technology Change

NGA- Next-Generation

Architectures

Enterprise Application Integration

Technology ConvergenceI

OSS BSS ESS

Smart Devices

Mobile Platform

Cloud ServicesTelco 2.0

I

Transition – Telco 1.0 to Telco 2.0 “Perfect Store” Business Operating Model = InnovationI

Case Study – Huawei SmartCare CEM

Customers

Campaign Mart

Analytics & Customer

Loyalty

Loyalty Mart

CRM Data

Customer DWH Customer Care“BIG DATA”


Retail Data Warehouse

RetailMulti-channel Sales Analysis

Mobile Platforms

EPOS Data

Call Centre Data

Internet Data

e-Commerce Systems

Store Systems

Merchandising

Warehousing & Logistics


Hadoop Cluster

SAP HANA

ERP Systems

Finance Managers


Head OfficeFinancial

Analysis Reports

ERP Data

OSS – Network ManagementNetwork Provisioning &

Fault Management

OperationsNetwork DataNetwork and Fault Reports

OperationsManagers

Inventory, Provisioning & Replenishment

BSS – Rating, Mediation and Billing

Mediation Rating and

Billing Systems

BusinessManagers

Supplier Data

Product Data

Customer Data


Reports


Systems

CDR Data

Call Data Warehouse

Billing Data

Autonomy Vertica

Operational “BIG DATA”


MSS – Head Office – Finance, Planning &Strategy

Social Media - External Data

Customer Care Systems

CRM & Digital Marketing Systems

Customers

CEM

SAP HANA

Catalogue

Hadoop ClusterPentaho, MetLab, “R”

Clouders

Apache Hadoop

Framework

• Case Study 1 – BT SmartReach – BT is one of the UK’s largest corporations, and has partnered with Detica and Aqiva to form SmartReach – in order to work with energy utility Scottish Power and Siemens Energy to trial Smart Metering and bid for DECC / OFGEM Advanced Meter Infrastructure (AMI) Smart Meter energy data management contracts.

• Case Study 2 – Kingfisher Group Future Homes – Kingfisher Group launched Future Homes as a Special Purpose Vehicle to bring to market and launch new Smart Energy Supply, Green Deal and Eco Funding Energy Products and Mobile Services hosted in the Cloud. Key features of this novel market proposition include the cloud deployment of SalesForce.com.

• Case Study 3 – Huawei SmartCare – The Huawei SmartCare platform is the first Cloud-based Telco 2.0 in-a-box system to be driven and informed by Big Data Analytics – covering Network (OSS) Customer (BSS) and Shared Services (ESS). Virgin Mobile is the first UK Telco Service Provider on SmartCare. SmartCare is a solution for lean All-IP network operation which helps operators to build network API services that can visualise the All-IP network in order to identify the causes of network problems and analyse subscriber behaviour to enhance and enrich the subscriber digital journey / experience.

Case Studies Summary – Cloud / Mobile Digital Transformation

• Case Study 4 – Telefónica Digital was created as a Special Purpose Vehicle to lead Telefónica’s transformation into an M2M / M2C / C2C Digital Services provider - cloud computing / digital telecommunications value added network services (VANS). Telefónica Digital is the vehicle for launch / bringing to market digital products and services - which will help to improve the lives of customers by leveraging the power of digital technology. This ranges from developing new technologies for healthcare providers to communicate with other stakeholders, to helping Healthcare Providers, Life Sciences businesses and government Health Departments to discover actionable clinical insights, address new opportunities, streamline operations, improve efficiency and increase performance.

• Case Study 5 – HP Autonomy Medical Analytics. Changing healthcare service provisioning, regulation and patient demographics are putting increasing pressure on the healthcare industry to make significant improvements in care quality, cost management, organizational efficiency and compliance. Priorities include the need to address topical and challenging issues such as missed diagnosis, misdiagnosis, delayed diagnosis, coding error, over / under treatment, inappropriate or unnecessary clinical procedures, drugs and medications, insurance fraud, lack of preventive screening and / or proactive health maintenance. Improved collaboration within the organization with joined-up processes, better information sharing, and a holistic approach to capture and action medical insights across the organization - are crucial to Digital Healthcare success.

Case Studies Summary – Cloud / Mobile Digital Transformation

Case Study 1 – BT SmartReach

• BT is one of the UK’s largest corporations, and has partnered with Detica and Arqiva to form SmartReach – in order to work with energy utility Scottish Power and Siemens Energy to explore the practicalities of smart metering and smart grids. The initial pilot began this year (2012) in Suffolk with 1,000 Smart Meter installations rolled out by Energy Provider Scottish Power and Smart Meter Operators, Siemens Metering Services (SMS) – a UK division of Siemens Energy.

• BT, along with Detica and Arquiva, are driving forward the SmartReach Demonstration Project, located in Ipswich. This Smart metering scheme has 1,000 customers located across Suffolk towns including Ipswich, Woodbridge, Hintlesham and Martlesham.

• "It is about providing customers with information, technology and processes to manage their carbon footprint and improve home energy efficiency” – says Chris Amos., Director at BT SmartReach.

• "BT SmartReach will be able to demonstrate how Smart Metering, the Smart Grid and other new and emerging technologies can improve the reliability of power delivery and provide customers with greater control over their carbon footprint and energy consumption.“

Use your Smart Phone.....

.....to manage your Smart Home !

CASE STUDY 1: – SMART METER and SMART GRID

SalesForce.com – a Cloud Platform eCRM Business Solution

SalesForce.com – Architecture Overview

SalesForce.comCustomer Relationship

Management (CRM)

Service Provisioning and Service Management

Contract Management and Product Warranty

Customer Requirements

Supplier Products, Services and Skills

Databases

Mobile Smart Devices / Apps

Cloud Services Data Centre

ERP

CRMSales and Marketing

PROSPECTS

ORDERS

PROPOSALS & QUOTES

CONTRACTS

CUSTOMERS

Financials

Finance, Accounting and Supplier Management

Business Services - Provisioning and Management Systems

CASE STUDY 2: – Kingfisher Future Homes

Sales and Marketing

Mobile Platform

Case Study 3 – Huawei SmartCare CEM

Customers

Campaign Mart

Analytics & Customer

Loyalty

Loyalty Mart

CRM Data

Customer DWH Customer Care“BIG DATA”


Retail Data Warehouse

RetailMulti-channel Sales Analysis

Mobile Platforms

EPOS Data

Call Centre Data

Internet Data

e-Commerce Systems

Store Systems

Merchandising

Warehousing & Logistics


Hadoop Cluster

SAP HANA

ERP Systems

Finance Managers


Head OfficeFinancial

Analysis Reports

ERP Data

OSS – Network ManagementNetwork Provisioning &

Fault Management

OperationsNetwork DataNetwork and Fault Reports

OperationsManagers

Inventory, Provisioning & Replenishment

BSS – Rating, Mediation and Billing

Mediation Rating and

Billing Systems

BusinessManagers

Supplier Data

Product Data

Customer Data


Reports


Systems

CDR Data

Call Data Warehouse

Billing Data

Autonomy Vertica

Operational “BIG DATA”


MSS – Head Office – Finance, Planning &Strategy

Social Media - External Data

Customer Care Systems

CRM & Digital Marketing Systems

Customers

CEM

SAP HANA

Catalogue

Hadoop ClusterPentaho, MetLab, “R”

Clouders

Apache Hadoop

Framework

CASE STUDY 4: – Digital Healthcare in the Cloud

• Digital Healthcare is a cluster of new and emerging applications and technologies that exploit digital, mobile, analytic and cloud platforms for treating and supporting patients. Digital Healthcare is necessarily generic as this novel and exciting Digital Healthcare innovation approach is being applied to a very wide range of social and health problems, ranging from monitoring patients in intensive care, general wards, in convalescence or at home – to helping doctors make better and more accurate diagnoses, improving drugs prescription and referral decisions for clinical treatment.

• Digital Healthcare has evolved from the need for more proactive and efficient healthcare delivery, and seeks to offer new types of prevention and care at reduced cost – using methods that are only possible thanks to sophisticated technology.

• Telefónica Digital is sponsoring research into Smart Wards with St. Thomas's Hospital in London. At the Institute of Digital Healthcare, part of the Science City Research Alliance, researchers are not only looking to develop new technologies, but to base this firmly on a pragmatic understanding of both the benefits and limitations of integration with commercial Digital Healthcare products which are currently on offer.

CASE STUDY 4: – Digital Healthcare

CASE STUDY 5: – HP Autonomy Medical Analytics - actionable insights from clinical data• HP Healthcare Analytics delivers a robust and integrated set of core and healthcare industry specific

capabilities which organises and interprets unstructured data in context - designed to harness this untapped clinical data and unlock actionable medical insights. This helps to improve care quality by connecting healthcare providers directly with their data through self-service analytics; providing intelligence for more accurate diagnoses so reducing errors, risk and unnecessary treatments; enabling better understanding of how delivery affects outcomes and uncovering insights for preventive measures to decrease the rate of avoidable diseases.

• Changing demographics and regulations are putting tremendous pressure on the healthcare industry to make significant improvements in care quality, cost management, organizational efficiency and compliance. To stay viable, it is paramount to effectively address issues such as misdiagnosis, coding error, over/under treatment, unnecessary procedures and medications, fraud, delayed diagnosis, lack of preventive screening and proactive health maintenance. To that end, better collaboration within the organization with improved information sharing, and a holistic approach to capture actionable insights across the organization becomes crucial.

• In an environment prevalent with multiple unstructured data silos and traditional analytics focused on structured data, healthcare organizations struggle to harness 90%* of their core data - which is mostly medical images, biomedical data streams and unstructured free text found in clinical notes across multiple operational domains. This rich and rapidly growing data asset containing significant biomedical intelligence is exploited using HP Medical Analytics,.

CASE STUDY 5: – Medical Analytics

The Internet of Things

SMACT 4D OVERVIEW• While Telematics, Social, Mobile, Analytics and Cloud technologies add a new

dimension to the Digital 2.0 business operating model and technology landscape, to fully maximize their value - consider the whole to be greater than sum of its parts.....

• The formula for the Future of Work is centred around SMACT 4D – Telematics, Social, Mobile, Analytics and Cloud – totally integrated on a single technology stack, where every function enables all of the others to maximize their cumulative impact. This is the foundation of a new Enterprise Architecture model delivering Digital Technology that supports an organization that is fully integrated in real-time – and is thus more lean, agile, effective, connected, collaborative, productive and customer-focussed.

SMACT 4D – Telematics, Social, Mobile, Analytics and Cloud• Telematics – the Internet of Things (IoT)• Social Media / User Content / Virtual Communities / Digital Ecosystems• Mobile Communication Platforms / Smart Devices / Smart Apps• Analytics / 4D Geospatial Data Science / Big Data / Hadoop / SSDs / GPUs• Cloud Services Platforms


The Internet of Things• The Internet of Things (IOT) is now being flooded with the ubiquitous presence of

pervasive smart devices – in particular, in the Wearable Technology, Smart Homes and Buildings, Future Cities and Digital Battlefield categories. This trend is not only being driven by “Everything Everywhere” - the intense tsunami wave of automatic data that we are now seeing generated by the Internet of Things and the vast volumes of machine-generated data derived from internet-connected devices - it also very much about the abstraction of numerous storage capabilities from hardware into software and the emergence of the so-called "self-organising" Software Data Storage Platforms. As the future unfolds – the ocean of machine-generated data can only get deeper, wider, and more dense.....

http://tangentialthoughts.com/it-trends/the-internet-of-things-life-will-never-be-the-same/

Global Internet Device Connectivity Map

The Internet of Things (IOT)• The Internet of Things (IOT) is being inundated with the ubiquitous presence of

smart devices. As the future unfolds – the ocean of pervasive automatic and machine-generated data flooding our lives can only get deeper, wider, and more densely populated – especially within these key categories: -

– Telematics – Wearable Technology and Vehicle Telemetry– Smart Homes and intelligent Buildings– Future Cities and intelligent Infrastructure– Security, Surveillance and Emergency Services– Intelligence Services and Digital Battlefields

• This trend is not only being driven by “Everything Everywhere” - the intense tsunami wave of automatic data that we are now seeing generated by the host of Smart Devices and the vast volumes of machine-generated data derived from pervasive internet-connected devices - it also very much about the abstraction of vastly increased storage capabilities from hardware into software and the emergence of the so-called "self-organising" Software Data Storage Platforms.

Alex Osterwalder invented the Internet of Things Business Canvas in 2008

The Internet of Things • Studies from Cisco, IBM, Microsoft, McKinsey, Gartner, Forrester and other

companies are now indicating a tremendous surge in growth of several consumer categories and product areas in the Internet of Things – often referred to as the Internet of Everything - Everywhere. The Internet of Things is now being flooded with the ubiquitous presence of pervasive smart devices – in particular, Wearable Technology, Future Homes, Smart Cities and Digital Battlefields categories. The number of internet connected devices on our bodies, in our homes and around our cities is only one example demonstrating how fast IOT / IEE technology is growing.

• The Internet of Things Business Canvas splits the IOT business model into two distinct streams, the physical and the digital. Amazing new opportunities are now being created through connecting and integrating physical devices into digital communications – revealing fascinating social insights that we have never appreciated before. Connecting the unconnected, the physical and the digital streams are pivotal to the delivery of this new value proposition. Consumers are embracing for example, Wearable Technology, Future Homes and Smart Cities in almost every aspect of their daily life. Small start-ups funded by the crowd are offering all kinds of services based on connected devices - on a massive scale.

The Internet of ThingsClaropartners have developed a business model template for the Internet of Things

Smart Grid

• The Smart Grid is a next-generation energy supply system that combines power supply and communication infrastructures. In a smart grid, we can expect to efficiently use the power that we generate, reduce transmission loss, and stabilize the power supply.

• This is accomplished by using communications technology to control the system and to balance the supply and demand of electricity. In addition, creating a smart demand and response link between consumers and power suppliers will help save energy

The Internet of Things

Social Media / User Content

• SOCIAL MEDIA • is the fastest growing category of user-provided global content and will eventually grow to 20% of all

internet content. Gartner defines social media content as unstructured data created, edited and published by users on external platforms including Facebook, MySpace, LinkedIn,

Twitter, Xing, YouTube and a myriad of other social networking platforms - in addition to internal Corporate Wikis, special interest

group blogs, community and collaboration platforms.

Social Media / User Content

Social Media / User ContentSMAC Digital Technology – Social Media, Mobile Platforms, Analytics, Cloud Services

• SMAC Digital Technologies - client engagement is facilitated by Advisory Consulting / Strategy Studies / Programme Management assignments deploying Next Generation Enterprise (NGE) Digital Business Models, Organisational Change, Business Transformation, SMAC Digital Technology and Platform Refreshment Programmes: -

1. Digital Analytics and KPI Measurement

2. Digital SME Workshops and CxO Forums

3. Digital Investment and Benefits Realisation Strategy

4. Digital Business Partnerships and Strategic Alliances

5. 3rd-Party Platform Integration and Over-the-top (OTT) Partner APIs

6. Board Level Stakeholder Management and Communication Strategy

7. Digital Media and Brand Strategy / Digital Media Planning - In-source

8. Organisational Readiness and Digital Capability-Maturity Development

9. Digital Thought Leadership, Team Building, Mentoring and Development

Digital advertising hits $43B - surpassing TV and Radio broadcast media advertising for the very first time.....

Social Media / User Content• • SOCIAL MEDIA • is the fastest growing category of user-provided global

content and will eventually grow to 20% of all internet content. Gartner defines social media content as unstructured data created, edited and published by users on external platforms including Facebook, MySpace, LinkedIn, Twitter, Xing, YouTube and a myriad of other social networking platforms - in addition to internal Corporate Wikis, special interest group blogs, community and collaboration platforms.

• SOCIAL MEDIA STRATEGY • discovering and exploring intimate consumer insights from social media profiles and social network relationships, special interest groups, business, leisure, social, political and economic behaviour - derived from Social Media Analytics and Internet Content click-stream processing.

• DIGITAL CUSTOMER EXPERIENCE and JOURNEY • shaping the Digital Consumer interaction by deploying Digital Marketing and Multi-channel Retail Architectures which support digital / mobile e-business / e-commerce platforms to deliver a world-class Digital Customer Experience and Journey.

Why You Need to Embrace Social CRM

• The term “Web 2.0” is, by now - well outdated. It can be said that after years of overselling the “2.0”” postfix, it has begun to fade away..... Now, modern marketers talks about “Social Media“. Because with always newer services, always more sophisticated concepts, copycat, dataset mash-ups. It begins to become confusing. This is why it was important to divide this big “2.0”” postfix into smaller meta-concepts to ease the understanding of Enterprise 2.0, Social Shopping, Social Media, etc......

Social Media LandscapeThe Future of Social Media

• A Social Media Club panel in San Francisco forecasting in 2012 proposed that “2013 will be the year in which the word ‘social’ is inserted in front of every other word.” While some may still complain that the term “social media” is inaccurate – it seems to me that the word ‘social’ has become fruitful and multiplied.....

• Off the top of my head I can name the following: -– Social analytics– Social business– Social commerce– Social contacts– Social conversations– Social customer care– Social CRM– Social e-business– Social enterprise– Social graphs– Social influence– Social intelligence– Social learning– Social media– Social network– Social processes– Social shopping

Social Media LandscapeThe Future of Social Media

The chart above illustrates the richness and diversity of social media.....

Social Media Landscape

Social Media Conversations

Patterns of Social Relationships.....

Social Media is the fastest growing category of user-provided global content and will eventually grow to 20% of all internet content. Gartner defines social media content as unstructured data created, edited and published by users on external platforms including Facebook, MySpace, LinkedIn, Twitter, Xing, YouTube and a myriad of other social networking platforms - in addition to internal Corporate Wikis, special interest group blogs, communications and collaboration platforms.....

Social Mapping is the method used to describe how social linkage between individuals define Social Networks and to understand the nature of intimate relationships between individuals.

Customer RelationshipManagement (CRM)

Service Provisioning and Service Management

Contract Management and Product Warranty

Customer Requirements

Supplier Products, Services and Skills

Databases

Mobile Smart Devices

Cloud Services Data Centre

ERP

CRMSales and Marketing

PROSPECTS

ORDERS

PROPOSALS & QUOTES

CONTRACTS

CUSTOMERS

Financials

Finance, Accounting and Supplier Management

BUSINESS SERVICES PROVISIONING and MANAGEMENT SYSTEMS

SalesForce.com – Architecture OverviewSalesForce.com – Architecture Overview

Traditional CRM was very much based around data and information that brands could collect on their customers, all of which would go into a CRM system that then allowed the company to better target various customers. CRM is comprised of sales, marketing and service / support–based functions whose purpose was to move the customer through a pipeline with the goal of keeping the customer coming back to buy more and more stuff......

Social CRM Conversations

Evolution of CRM to SCRM - The challenge for organizations now is adapting and evolving to meet the needs and demands of these new social customers - many organizations still do not understand the CRM value of social media.....


In Social CRM - the customer is actually the focal point of how an organization operates. Instead of marketing products or pushing messages to customers, brands now talk to and collaborate with their customers to solve business problems, empower customers to shape their own Customer Experience and Journeys and develop strong customer relationships - which will over time, turn participants into brand evangelists and positive customer advocates.....


Posted on April 20, 2010 by Laurance Buchanan - Capgemini

Social CRM - a Business Framework and Operating Model


http://www.capgemini.com/technology-blog/2010/04/a_business_framework_and_opera/

http://www.capgemini.com/technology-blog/author/lbuchana/

http://www.capgemini.com/technology-blog/author/lbuchana/

Influencer Programmes.....

Social Graphs

Campaign 2012 – “Big Data”

Social Graphs

• What are the top issues to master to help with understanding the social graph in 2013? As social networks become much more common on corporate intranets and in daily use on the Web, some of the issues are becoming clear, The full picture, However, will continue to unfold for the next several years at least. Here's an example of what we're seeing at the current moment: -

Social Graphs and Market Sentiment

• Using “BIG DATA” to drive Brand Image / Awareness and Market Sentiment / Reputation •

Unprompted online conversations, statements and news create an online reflection of real-life events and issues – influencing the thoughts of individual consumers – promoting Brand Image and Awareness and so managing Reputational Risk - thus shaping Market Sentiment. The Social Media data, Blogs and News feeds that form this digital mirror of the world provides a gold mine of real-time actionable information.....

• Influencer Programmes have a long history in industries such as software, computers and electronics, - but today they are successfully deployed across all types of industries including automotive, smart phones, fashion, health and nutrition, wine, sports, music, technology, travel tourism and leisure – and financial services.....

• In a hyper-connected world market-makers and influencers increasingly provide the gateway to decision makers who drive consumer behaviour.

• Unprompted online conversations, statements and news create an online reflection of real-life events and issues – influencing the thoughts of individual consumers and so shaping Market Sentiment.

• The Social Media data and News feeds that form this digital mirror of the world provides a gold mine of information. However, unlocking the data is not straight forward as it requires a complex and unique set of technologies, skills and methods.....

“BIG DATA” and Social Media Apps.INFLUENCER PROGRAMMES – Social Media Conversations

The Mobile Enterprise

By 2015, the world’s mobile worker population will reach 1.3 billion, representing 37.2% of the total workforce. According to an updated forecast from International Data Corporation

(IDC), the most significant gains will again be in the emerging economies of Asia/Pacific thanks to continued, strong

economic growth. The Americas will experience a slower growth rate due to a protracted economic recovery and high

rates of unemployment.

The Mobile Enterprise

The Mobile Enterprise• By 2015, the world’s mobile worker population will reach 1.3 billion, representing

37.2% of the total workforce. According to an updated forecast from International Data Corporation (IDC), the most significant gains will again be in the emerging economies of Asia/Pacific thanks to continued, strong economic growth. The Americas will experience a slower growth rate due to a protracted economic recovery and high rates of unemployment.

• “Despite recent market turmoil, mobility continues to be a critical part of the global workforce and we expect to see healthy growth in the number of mobile workers,” said Stacy Crook, senior research analyst for IDC’s Mobile Enterprise Research program. “Our forecast shows that the worldwide mobile worker population will incre

Among the key findings from this forecast are the following: -

• The Americas region, which includes the United States, Canada, and Latin America, will see the number of mobile workers grow from 182.5 million in 2010 to 212.1 million in 2015. North America has the largest number of mobile workers in this region, with 75% of the workforce mobile in 2010.

The Mobile EnterpriseAmong the key findings from this forecast are the following: -

• Asia/Pacific (excluding Japan) will see the largest increase in total number of mobile workers with 601.7 million mobile workers in 2010 and 838.7 million in 2015. Much of this is due to the sheer size of the population in China and India, combined with strong economic expansion in both countries.

• In Europe, the Middle East and Africa (EMEA), the mobile workforce will see a healthy compound annual growth rate (CAGR) of 5.6% as it expands from 186.2 million in 2010 to 244.6 million mobile workers in 2015.

• Japan will see a declining CAGR of 0.2% because of its declining population base. However, the share of mobile workers will reach a penetration rate of 64.8% of its workforce by 2015, for a total of 38.6 million mobile workers.

• The IDC study, Worldwide Mobile Worker Population 2011-2015 Forecast (Doc #232073), provides a worldwide five-year mobile worker population forecast through 2015 and analysis across three major worker categories and 13 subcategories in four regions and two countries: The Americas, United States, Asia/Pacific (excluding Japan), Japan and EMEA.

Chart showing the growth of Smart-phones as compared to PCs. This remarkable trend has got all of the PC manufacturers worried - they are all looking into transitioning into the manufacture of Smart-phones, PDAs and Tablets. Now is the time to enter the Digital Enterprise and Mobile Platform marketplace - before its too late,,,,,

The Mobile Enterprise – Outlook for 2014

Mobile Enterprise Application Platforms (MEAPs) - Introduction

Mobile Enterprise Application Platforms (MEAPs) address many of the difficulties of developing mobile software (Smart Apps) – with

Model-driven Architecture (MDA) and Model-driven Design (MDD) managing the diversity of Smart Device types (Smart Phones, PDA’s,

HHD’s, Tablets, Notebooks), their operating systems, development frameworks, networks and user groups at the time of deployment and

throughout the mobile solution’s lifecycle. Unlike standalone applications, a MEAP provides a comprehensive, long-term approach to deploying mobility solutions. Cross-platform considerations are one big

driver behind using MEAPs.

Mobile Enterprise Application Platforms (MEAPs)

• The recent acquisition of Sybase by SAP, and the subsequent release of the new Mobility Platform, has resulted in a heated discussion around the challenges and opportunities for companies looking to extend the availability of enterprise applications onto the mobile platform.

• Reaching out to the mobile platform is a necessity brought by the quickly changing demands of enterprise mobility and has the potential to change the way we do business for the better; however it also faces an array of unique challenges.

http://www.informationweek.com/news/software/showArticle.jhtml?articleID=224900177

http://www.rethink-wireless.com/2010/05/21/sybase-unveils-new-mobility-platform.htm


• The complexity of fragmentation is a constant challenge in the development of consumer mobile applications, however this somewhat pales in comparison when mobilising enterprise software. Adapting solutions to work across a pool of devices, operating systems and even firmware versions can represent a major challenge when looking to provide even the most basic service to your workforce, especially when required to work with your own organisations back-office systems and secure networks.

• Boxtone, a Mobile Management Software company focused on the enterprise space, has written a guide on “managing the diversity network” citing three models possible solutions. As with most things mobile there is no one size fits all, with each company required to assess their own requirements and available resources to ensure the appropriate ROI.

• What is evident is that mobile operating systems and software providers are looking to the enterprise market as a huge opportunity and we are likely to see several mobile software providers look to get on the ground level.

http://www.boxtone.com/about.aspx

Mobile Enterprise (MEAPs)


• After all the logical diagrams of Microsoft MEAP and spelling out how it meets Gartner’s critical capabilities, I thought I’d show you a picture that provides a more concrete view of what our MEAP offering looks like. Hopefully, this will better crystallize how Microsoft lines up with those critical capabilities and how our reusable mobile application platform plugs into a customer’s enterprise. I think we have a great story here that shows customers how we can save them money on a platform that: -

1. Works the same across laptops, tablets, Net-books and phones.2. Gives them reusable mobile middleware that can support multiple simultaneous

applications rather than needing something different for each point solution3. Lowers risk to their projects by reducing the amount of custom code needed to

build any given solution.4. Gives them adapters that plug into the existing enterprise packages they use to

run their business.

Mobile Service Provisioning: – Connect – Activate – Provision

• Emerging Technologies such as Cloud Computing, Wireless Technology, Next Generation Network (NGN) Architectures, Smart Devices, Smart Apps and the Smart Grid are challenging the way that we live, work and play – fundamentally transforming how Enterprise Computing and Corporate Data is accessed by users. Powerful Enterprise Applications are now being delivered to users via almost any Smart Device, at anytime, to anyplace – at work, at home or at leisure, anywhere in the world – regardless of whether that Smart Device is corporate owned, approved and supplied – or simply a guest or employee-sourced, user-chosen and owned “Bring Your Own Device” (BYOD).bought across-the-counter in a store as a user-preference over-the-counter consumer Smart Device – Smart Phone, Tablet or Notebook.

Secure Guest Access

Corporate Smart Device v. “Bring Your Own Device” (BYOD) Access


Secure Guest Access

Corporate Smart Device v. “Bring Your Own Device” (BYOD) Access



• Mobile Enterprise Application Platforms (MEAPs) address many of the difficulties of developing mobile software (Smart Apps) – with Model-driven Architecture (MDA) and Model-driven Design (MDD) managing the diversity of Smart Device types (Smart Phones, PDA’s, HHD’s, Tablets, Notebooks), their operating systems, development frameworks, networks and user groups at the time of deployment and throughout the mobile solution’s lifecycle. Unlike standalone applications, a MEAP provides a comprehensive, long-term approach to deploying mobility solutions. Cross-platform considerations are one big driver behind using MEAPs. For example, a company can use a MEAP to develop the mobile application once and deploy it to a variety of mobile devices (including smart phones, tablets, notebooks and ruggedized handhelds) with no changes to the underlying business logic.

• Platform applications are best for companies that wish to deploy multiple applications on a single infrastructure, scaled to the size of their current mobile field force and available in an online and offline mode. Mobile Enterprise Application Platforms provide higher level languages (Flex) and easy development libraries (J2EE for Mobile Enterprise) and design templates to simplify and speed the mobile application development lifecycle timeframe.

• SAP Mobility • The SAP Sybase Enterprise Mobility Platform is a managed development framework for delivering mobile

applications using the SAP Mobile Enterprise Application Platform: -– Afaria– SQL Anywhere– One Bridge– Sybase Unwired Platform (SUP)

• SAP Mobility requires less programming for mobile business application deployment.

“Big Data”

• “Big Data” refers to vast aggregations (super sets) consisting of numerous individual datasets (structured and unstructured) - whose size and scope is beyond the capability of conventional transactional (OLTP) or analytics (OLAP) Database Management Systems and Enterprise Software Tools to capture, store, analyse and manage. Examples of “Big Data” include the vast and ever changing amounts of data generated in social networks where we maintain Blogs and have conversations with each other, news data streams, geo-demographic data, internet search and browser logs, as well as the ever-growing amount of machine data generated by pervasive smart devices - monitors, sensors and detectors in the environment – captured via the Smart Grid, then processed in the Cloud – and delivered to end-user Smart Phones and Tablets via Intelligent Agents and Alerts.

• Data Set Mashing and “Big Data” Global Content Analysis – drives Horizon Scanning, Monitoring and Tracking processes by taking numerous, apparently un-related RSS and other Information Streams and Data Feeds, loading them into Very large Scale (VLS) DWH Structures and Document Management Systems for Real-time Analytics – searching for and identifying possible signs of relationships hidden in data (Facts/Events)– in order to discover and interpret previously unknown Data Relationships driven by hidden Clustering Forces – revealed via “Weak Signals” indicating emerging and developing Application Scenarios, Patterns and Trends - in turn predicating possible, probable and alternative global transformations which may unfold as future “Wild Card” or “Black Swan” events.

“Big Data”

“Big Data”

“Big Data” Applications• Science and Technology

– Pattern, Cycle and Trend Analysis – Horizon Scanning, Monitoring and Tracking– Weak Signals, Wild Cards, Black Swan Events

• Multi-channel Retail Analytics– Customer Profiling and Segmentation– Human Behaviour / Predictive Analytics

• Global Internet Content Management– Social Media Analytics– Market Data Management– Global Internet Content Management

• Smart Devices and Smart Apps– Call Details Records– Internet Content Browsing– Media / Channel Selections– Movies, Video Games and Playlists

• Broadband / Home Entertainment– Call Details Records – Internet Content Browsing– Media / Channel Selections– Movies, Video Games and Playlists

• Smart Metering / Home Energy– Energy Consumption Details Records

• Civil and Military Intelligence Digital Battlefields of the Future – Data Gathering Future Combat Systems - Intelligence Database Person of Interest Database – Criminal Enterprise,

Political organisations and Terrorist Cell networks Remote Warfare - Threat Viewing / Monitoring /

Identification / Tracking / Targeting / Elimination HDCCTV Automatic Character/Facial Recognition

• Security Security Event Management - HDCCTV, Proximity

and Intrusion Detection, Motion and Fire Sensors Emergency Incident Management - Response

Services Command, Control and Co-ordination

• Biomedical Data Streaming Care in the Community Assisted Living at Home Smart Hospitals and Clinics

• SCADA Operational Technology SCADA Remote Sensing, Monitoring and Control Smart Grid Data (machine generated data) Vehicle Telemetry Management Intelligent Building Management Smart Homes Automation

SMAC Digital Technologies• CONVERTING DATA STREAMS INTO REVENUE STREAMS •

• SMAC Digital Technologies describes the use of digital resources in order to discover, analyse, create, exploit, communicate and consume useful information within a digital context. This encompasses the deployment of Enterprise 2.0 Target Operating Model (eTOM) and development of Smart Devices and Smart Apps, Next Generation Network (NGN) Mobile Communication Architectures (4G / LTE), Analytics, Data Science and Big Data supported by Cloud Computing and integrated with Network API Services for access by OTT Business Partners, Value-added Service Providers (VARs) and other 3rd Party consumer platforms.

SMAC Digital Technologies: -

– Social Media / User Content– Mobile Communications Platforms / Smart Devices / Smart Apps– Analytics / Data Science / Big Data– Cloud Computing Platforms

Social Media in “Big Data”• Social Media is the fastest growing category of user-provided global content and will

eventually grow to 20% of all internet content. Gartner defines social media content as unstructured data created, edited and published by users on external platforms including Facebook, MySpace, LinkedIn, Twitter, Xing, YouTube and a myriad of other social networking platforms - in addition to internal Corporate Wikis, special interest group blogs, communications and collaboration platforms. Social Mapping is the method used to describe how social linkage between individuals defines Social Networks and to understand the nature and dynamics of intimate relationships between individuals.

• Social Media Content and Spatial Mapping Data is used in order to understand intimate personal relationships between individuals and to identify, locate, analyse and describe their participation in various Social Networks. Thus the identification, composition, monitoring, tracking ,activity and traffic analysis of Social Networks Criminal Enterprises and Terrorist Cells – as defined by common interests, locations, business connections, social links and inter-personal relationships – is used by Retail Businesses to drive Influencer Programmes and by Government for National Security, Counter-Terrorism, Anti-Trafficking, Criminal Investigation and Fraud Detection purposes.....

Social Media in “Big Data”• • SOCIAL MEDIA STRATEGY • discovering and exploring intimate consumer insights

from social media profiles, clusters and social network relationships, special interest groups, business, leisure, social, political and economic behaviour - derived from Social Media Analytics and Internet Content click-stream processing

• • DIGITAL CUSTOMER EXPERIENCE and JOURNEY • shaping the Digital Consumer interaction by deploying Digital Marketing and Multi-channel Retail Architectures which support digital / mobile e-business / e-commerce platforms to deliver a world-class Digital Customer Experience and Journey.

SMAC Digital Technologies - Introduction

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Transcript of SMAC Digital Technologies - Introduction