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Tervetuloa Dynamics -päivään!

Tapio Volanen, toimitusjohtaja, CGI Suomi Oy

Pekka Horo, toimitusjohtaja, Microsoft Suomi

CGI Global 1000

1000 in-person client interviews conducted to listen to our clients’ perspectives, refine our thinking,

inform our investments, and innovate and evolve our strategy to lead them as their partner and expert

of choice 10 Industries

Business Leaders

44% 56%

IT Leaders

34%

Insurance

11%

8%

Healthcare

Oil & Gas

Transportation

Risk &

Investment

Intensive

51%

Government

7%

6%

4%

4%

Manufacturing

Utilities Asset

Intensive

23%

28% 72%

VP or higher CIOs

48% 52%

VP or higher C-Suite

Banking

Communications

Retail & Consumer 6%

7%

13% Consumer

Intensive

26%

16%

20%

10%

5% 36%

12%

UK

Nordics

Eastern, Central &

Southern Europe

France

Asia Pacific

US

Canada

Strategic Business Units

1%

20 countries covering CGI’s major regions

Source: CGI Global 1000 (2016)

Plans to increase or maintain total IT budgets

were reflected in nearly every industry sector

10%

18%

26%

35%

38%

39%

40%

43%

43%

44%

45%

47%

50%

56%

77%

3%

37%

28%

48%

29%

35%

45%

23%

33%

35%

34%

30%

33%

27%

15%

87%

45%

46%

17%

33%

26%

15%

34%

24%

21%

21%

23%

17%

17%

8%

0 % 10 % 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90 % 100 %

Oil and Gas

Government: Defense and Intelligence

Communications

Transportation

Manufacturing

Banking: Capital Markets

Insurance

Utilities

Government: Central and Federal

Health

Government: Provincial and Municipal

Banking: Retail

Post & Logistics

Retail and Consumer Services

Banking: Commercial and Transaction

Increasing Flat Decreasing

Source: CGI Global 1000 (2016)

The gap between business and IT priorities is creating

two IT “organizations”

Urgency to change Urgency to change

…on a transformed, modern

digital

platform

…by building a digital

organization…

Drive growth…

Increasing run cost of legacy

platform

Investments to “Change”

challenged

Revenue under

pressure

Current State

Future State

IT modernizing legacy and Business transforming

to digital (2-speed)

IT’s priorities are to modernize

in order to reduce run costs

and simplify legacy…

…while the business is

demanding agile, IT-driven

transformation to meet customer

needs and competitive threats

Source: CGI Global 1000 (2016)

State of the Market

Customer Experience

2020

By 2020, customer experience will overtake price and product as the key brand differentiator.

Productivity 40% of a worker’s productive time is lost when switching tasks. This costs the global economy $450B per year.

40%

Speed of Business Organizations embracing digital transformation generate an average of 8% more income each year.

+8%

customers

products operations

employees

customers

customers

employees

operations

products

Dynamics 365 Available November 1st

Microsoft

Sales

Customer Service

Field Service

Project Service Automation

Operations

Financials

Marketing + Adobe

Most successful Digital Service ideas could be found

from the center of circles

Megatrends

Technology enablers

Business vision and strategies

Digital Spark

In practical and focused Digital Spark idealab we outline those opportunities which digital transformation

makes possible. We shape together new service concepts which create significant positive impact to the

business.

Digital Spark offers:

• an innovative environment for brainstorming and sharing experiences

• ideas and concepts to be evaluated and tested in practice

• end-to-end roadmap from innovation to service

• a model for fast and agile service development in co-operation

Shape Digital Service

Concepts

Design Digital

Service

based on the

selected Concepts

Initiate

Digital

Spark

Test in

Practice

Workshop

check and

select

Workshop

check and

decide

Digital Spark

• Customer experience comes first

• Experimental, innovative attitude

• Readiness for fast progress

• Readiness for testing in practice

• Common commitment and transparency

• Aspiration for simplicity

• Digitalised service concepts

• New added value

• Innovative earning logics

• New opportunities to realise the

business targets

• New collaboration and networking

models

• Improved competitive advantage

• Developed digital service vision

• Increased common understanding about

digital services

• Increased experience about interactive

development

In Digital Spark process the client’s industry and business expertices will be combined with CGI’s

digital solutions and services expertice. In co-operation we identify new ideas, design service

concepts and prepare testing in practice..

Essentials to

success

What we think

to find

What we think

to gain