ѻý Austria /at-de/ ѻý Thu, 09 Jan 2025 13:23:03 +0000 en-US hourly 1 https://wordpress.org/?v=6.7.2 /at-de/wp-content/uploads/sites/11/2021/07/cropped-favicon.png?w=32 ѻý Austria /at-de/ 32 32 192805363 Mehr als 50 Prozent der Unternehmen sorgen sich um die Halbleiterversorgung der nächsten zwei Jahre /at-de/insights/expert-perspectives/mehr-als-50-prozent-der-unternehmen-sorgen-sich-um-die-halbleiterversorgung-der-nachsten-zwei-jahre/ /at-de/insights/expert-perspectives/mehr-als-50-prozent-der-unternehmen-sorgen-sich-um-die-halbleiterversorgung-der-nachsten-zwei-jahre/#respond Wed, 08 Jan 2025 15:00:00 +0000 /at-de/?p=632717 The post Mehr als 50 Prozent der Unternehmen sorgen sich um die Halbleiterversorgung der nächsten zwei Jahre appeared first on ѻý Austria.

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Mehr als 50 Prozent der Unternehmen sorgen sich um die Halbleiterversorgung der nächsten zwei Jahre

08 Jan 2025
  • Die Verbreitung von KI und generativer KI treibt die Nachfrage nach Chips in die Höhe: Die nachgelagerten Industrien[1] schätzen bis Ende 2026 eine Steigerung um 29 Prozent, doppelt so hoch wie von der Halbleiterindustrie erwartet.
  • Jedes dritte nachgelagerte Unternehmen prüft oder hat sich bereits aktiv mit der internen Chipentwicklung befasst, um eine stärkere Anpassung zu ermöglichen und mehr Kontrolle über die Lieferkette zu erhalten.
  • Die Halbleiterindustrie plant, den Anteil der inländischen Beschaffung in den kommenden zwei Jahren um 17 Prozent zu steigern.

Wien, 8. Jänner 2025 – Die neue Studie des ѻý Research Institute über die Zukunft der Halbleiterindustrie, „The semiconductor industry in the AI era: innovating for tomorrow’s demands“, zeigt, dass die zunehmende Verbreitung von KI und generativer KI (Gen AI) die Nachfrage nach fortschrittlichen Halbleiterlösungen erheblich steigert. Geopolitische Spannungen, internationale Handelsbeschränkungen und der Fokus auf technologische Souveränität bereiten jedoch Sorge darüber, ob die Halbleiterindustrie die Nachfrage befriedigen kann.

Die Nachfrage nach KI-Chips, kundenspezifischen integrierten Schaltkreisen und speicherintensiven Bauelementen wird in den kommenden zwölf Monaten deutlich zunehmen. Um das Potenzial dieses Trends voll auszuschöpfen, sollte die Halbleiterindustrie gezielt in innovative Designansätze, hochmoderne und nachhaltige Fertigungstechnologien sowie in eine stärkere lokale Beschaffung und Nearshoring investieren, um die Lieferkettenstabilität langfristig zu gewährleisten.

Die Einführung von Gen AI und Technologien wie 5G, IoT, autonomes Fahren, AR/VR und Edge Computing treiben die Nachfrage nach leistungsfähigeren, effizienteren und maßgeschneiderten Chips voran: Fast drei von fünf Halbleiterunternehmen geben an, dass Gen AI und Wireless-Technologien wie 5G ihre strategische Ausrichtung prägen.

Fortschritte in der Halbleitertechnologie treiben die Innovation in nachgelagerten Industrien und ermöglichen intelligentere und effiziente Produkte. Aufgrund der enormen strategischen Bedeutung von Halbleitern glauben weniger als drei von zehn Unternehmen, dass das Chipangebot ausreichend ist.

„Die Halbleiterindustrie steht vor großen Herausforderungen: Kunden verlangen personalisierte und intelligente Produkte. KI wird ein Bestandteil in nahezu allen Geräten werden. Dies erfordert auf breiter Basis leistungsfähige, effiziente und maßgeschneiderte Chips. Gleichzeitig steht die Halbleiterbranche unter hohem Innovations- und Kostendruck.“, sagt Julius Huber, Manager Intelligent Industry bei ѻý Österreich. „Die Industrie muss diesen Moment nutzen und in einem ‘Chip-to-Industry’-Ansatz, welcher ein vollständiges, softwareorientiertes Leistungsspektrum unterstützt, schneller und effizienter werden. Investitionen in hochmoderne Designprozesse und Fertigungsmethoden, die auf KI und Gen AI basieren, werden entscheidend sein, um die speziellen Anforderungen erfüllen. Gleichzeitig ist es von essenzieller Bedeutung, Fertigungsprozesse noch nachhaltiger zu gestalten.”

Gen AI treibt Nachfrage nach kundenspezifischen Chips

Der Studie zufolge gehen 39 Prozent der Halbleiterunternehmen davon aus, dass Gen AI die Nachfrage nach kundenspezifischen Chips in den nächsten zwei Jahren ankurbeln wird. Die meisten nachgelagerten Unternehmen (81 Prozent) erwarten, dass ihre Nachfrage allein in den nächsten zwölf Monaten um 21 Prozent steigen wird.

Viele Industrie und Tech-Player haben maßgeschneiderte Halbleiterlösungen auf ihre Entwicklungsagenda gesetzt. Dies minimiere die Abhängigkeit von externen Anbietern und gewährleistet die Kontrolle über ihr geistiges Eigentum, während es gleichzeitig handfeste Wettbewerbsvorteile in Sachen einzigartiger Funktionalität, Entwicklungsgeschwindigkeit, Effizienz und Kompatibilität mit eigener Hard- und Software steigert.

Speziell leistungsintensive KI-Anwendungen verlangen nach neuartigen Chip-Technologien, um Performance, Effizienz und Kosten zu vereinen. Neuartige Chip-Architekturen, EUV-Lithografie (Extrem Ultraviolet), 3D-Packaging und die Verwendung von Chiplets[2] sind dabei die Mittel der Wahl. Der Studie zufolge rechnet die Branche mit einem Anstieg ihrer F&E-Budgets um rund 10 Prozent in den nächsten zwei Jahren. Fast die Hälfte der Hersteller gibt ferner an, dass sie Prozesse mittels KI und maschinellem Lernen (ML) optimieren wollen.
Der zunehmende Einsatz von KI und Gen AI führt zu einem erhöhten Bedarf an spezialisierten neuronalen Recheneinheiten (NPUs) und Hochleistungs-Grafikprozessoren (GPUs), die die notwendige Rechnungsleistung stemmen und große Datensätze effizient verarbeiten können. Mehr als die Hälfte der nachgelagerten Branchen (54 Prozent) glauben, dass Fortschritte bei der GPU-Berechnung und der Beschleunigung von KI/ML den größten Nutzen bringen können.

Unternehmen priorisieren Nachhaltigkeit, Lieferkettenstabilität und Sicherheit

Der Studie zufolge plant mehr als die Hälfte der nachgelagerten Unternehmen, in den nächsten zwei Jahren die Nachhaltigkeit von Chips, die Widerstandsfähigkeit der Lieferkette und die Cybersicherheitsfunktionen zu priorisieren.

Nur zwei von fünf Halbleiterunternehmen sind von der Stabilität ihrer Lieferketten überzeugt. Die Halbleiterindustrie erwartet, dass sie in den nächsten zwei Jahren ihren Inlandsbezug von derzeit 40 Prozent auf 47 Prozent erhöhen wird, um die mit der internationalen Logistik verbundenen Risiken zu mindern. Um die Stabilität zu erhöhen, rechnet die Branche außerdem mit einem Anstieg des Nearshorings um 4 Prozent. 74 Prozent der Halbleiterunternehmen erwarten eine Steigerung ihrer Investitionen in den USA, während 59 Prozent ihre Investitionen in Europa erhöhen wollen.

Die Sicherheit von Chips bleibt ein kritischer Bereich in einer komplexen Lieferkette. Fast drei von fünf Halbleiterentwicklungsunternehmen betonen, dass sie sich auf den kryptografischen Schutz der Bauelemente konzentrieren.

Schließlich geben fast 60 Prozent der nachgelagerten Unternehmen an, dass die Nachhaltigkeit von Chips bei der Bauteilauswahl eine entscheidende Rolle spielen wird. Die Branche setzt daher auf umweltfreundliche Kerninitiativen: Energieeinsparung, Implementierung von Wasserrecycling- und Wiederverwendungssystemen, Verwendung umweltfreundlicherer Chemikalien und Minimierung von Abfällen.

Um die vollständige Studie zu lesen: Link

Methodik

Für die Studie befragte das ѻý Research Institute 250 Führungskräfte auf Director-Ebene oder höher aus der Halbleiterindustrie (einschließlich Hersteller von integrierten Bauelementen, Fabless-Design-Firmen, Foundries, sog. OSAT-Unternehmen („Outsourced Semiconductor Assembly and Test“), Unternehmen für elektronische Design-Automatisierung (EDA), Investitionsgüterunternehmen sowie Material- und Subsystemunternehmen) in elf Ländern im asiatisch-pazifischen Raum, in Europa und Nordamerika. Diese Unternehmen haben jeweils einen Jahresumsatz von 500 Millionen US-Dollar und mehr. Darüber hinaus befragte das Institut 800 Führungskräfte auf Director-Ebene oder höher aus zehn nachgelagerten Branchen in zwölf Ländern im asiatisch-pazifischen Raum, in Europa und Nordamerika, die in den Bereichen Automobil, Unterhaltungselektronik, Einzelhandel, Telekommunikation, Luft- und Raumfahrt und Verteidigung, Hightech-Software, Internet, Unternehmensrechenzentren, Netzwerke, medizinische Geräte/Medizinelektronik, Industrieausrüstung, Finanzdienstleistungen und Energie tätig sind. Diese Unternehmen haben jeweils einen Jahresumsatz von einer Milliarde US-Dollar und mehr. Ergänzend zu den Umfrageergebnissen wurden ausführliche Gespräche mit zwölf Führungskräften aus der Halbleiterindustrie und nachgelagerten Branchen geführt. Die weltweiten Umfragen fanden im November 2024 statt.

Über ѻý

ѻý ist ein globaler Business- und Technologie-Transformationspartner für Organisationen. Das Unternehmen unterstützt diese bei ihrer dualen Transformation für eine stärker digitale und nachhaltige Welt – stets auf greifbare Fortschritte für die Gesellschaft bedacht. ѻý ist eine verantwortungsbewusste, diverse Unternehmensgruppe mit einer über 55-jährigen Geschichte und 340.000 Mitarbeitenden in mehr als 50 Ländern. Kunden vertrauen auf ѻý, um das Potenzial von Technologie für die ganze Breite ihrer Geschäftsanforderungen zu erschließen. ѻý entwickelt mit seiner starken Strategie, Design- und Engineering-Expertise umfassende Services und End-to-End-Lösungen. Dabei nutzt das Unternehmen seine führende Kompetenz in den Bereichen KI, Cloud und Daten sowie profunde Branchenexpertise und sein Partner-Ökosystem. Die Gruppe erzielte 2023 einen Umsatz von 22,5 Milliarden Euro.

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Über das ѻý Research Institute

Das ѻý Research Institute ist ѻýs hauseigener Think-Tank in digitalen Angelegenheiten. Das Institut veröffentlicht Forschungsarbeiten über den Einfluss digitaler Technologien auf große Unternehmen. Das Team greift dabei auf das weltweite Netzwerk von ѻý-Experten zurück und arbeitet eng mit akademischen und technologischen Partnern zusammen. Das Institut hat Forschungszentren in Indien, Singapur, Großbritannien, und den USA.

Besuchen Sie uns auf /de-de/insights/capgemini-research-institute/

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[1] Nachgelagerte Organisationen sind die Organisationen, die von der Halbleiterversorgung abhängig sind. Zwar sind fast alle Branchen für ihre Produkte oder Dienstleistungen und ihren Betrieb zu einem gewissen Grad auf Halbleiter angewiesen, der Umfang dieser Untersuchung bezieht sich aber auf die Bereiche Automobil, Unterhaltungselektronik, Einzelhandel, Telekommunikation, Luft- und Raumfahrt und Verteidigung, Hightech-Software, Internet, Unternehmensrechenzentren, Netzwerke, medizinische Geräte/Medizinelektronik, Industrieausrüstung, Finanzdienstleistungen und Energie.

[2] Chiplets: Eigenständige Chipeinheiten, welche zu einem komplexen Gesamtsystem (System-on-a-chip) kombiniert werden.

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ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024 /at-de/insights/expert-perspectives/capgemini-is-recognized-as-a-leader-in-idc-marketscape-worldwide-data-modernization-services-2024/ /at-de/insights/expert-perspectives/capgemini-is-recognized-as-a-leader-in-idc-marketscape-worldwide-data-modernization-services-2024/#respond Thu, 05 Dec 2024 18:30:00 +0000 /at-de/?p=632704 The post ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024 appeared first on ѻý Austria.

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ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024

05 Dec 2024

Paris, December 5, 2024 –  today announced that it has been recognized as a ‘Leader’ in the . The report analyzed 27 service providers for demonstrating data modernization initiatives.

“IDC considers 䲹貵𳾾Ծ’s strategies around offerings, client adoption, portfolio, sales, marketing, and go-to-market alliances as key strengths. ѻý also showcased strengths in achieving business outcomes for clients with data modernization services through case studies across a variety of industries and business functions,” said Jennifer Hamel, senior research director, Enterprise Intelligence Services at IDC.

“As businesses accelerate their adoption of generative AI, it is crucial for organizations to refine their existing data landscapes by adopting advanced data modernization solutions. ѻý has built a set of robust data modernization solutions that anticipate client needs and address their business challenges, to ensure the right data foundations are in place to enable advanced Gen AI deployments”, said Niraj Parihar, CEO of ѻý and Data Global Business Line and member of the Group Executive Committee.  “We believe this recognition from the IDC MarketScape is a testament of our continued commitment to enabling businesses in their transition towards being a truly data-powered enterprise.”

䲹貵𳾾Ծ’s&Բ;comprehensive portfolio of solutions enables organizations to leverage the full potential of data and AI, including generative AI, to help them drive tangible business value at scale.

About IDC MarketScape

IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of technology and service suppliers in a given market. The research utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each supplier’s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of technology suppliers can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective suppliers

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ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024 /at-de/insights/expert-perspectives/capgemini-is-recognized-as-a-leader-in-idc-marketscape-worldwide-data-modernization-services-2024-2/ /at-de/insights/expert-perspectives/capgemini-is-recognized-as-a-leader-in-idc-marketscape-worldwide-data-modernization-services-2024-2/#respond Thu, 05 Dec 2024 18:00:00 +0000 /at-de/?p=632708 The post ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024 appeared first on ѻý Austria.

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ѻý is recognized as a Leader in IDC MarketScape: Worldwide Data Modernization Services 2024

05 Dec 2024

Paris, December 5, 2024 – today announced that it has been recognized as a ‘Leader’ in the . The report analyzed 27 service providers for demonstrating data modernization initiatives.

“IDC considers ѻý’s strategies around offerings, client adoption, portfolio, sales, marketing, and go-to-market alliances as key strengths. ѻý also showcased strengths in achieving business outcomes for clients with data modernization services through case studies across a variety of industries and business functions,” said Jennifer Hamel, senior research director, Enterprise Intelligence Services at IDC.

“As businesses accelerate their adoption of generative AI, it is crucial for organizations to refine their existing data landscapes by adopting advanced data modernization solutions. ѻý has built a set of robust data modernization solutions that anticipate client needs and address their business challenges, to ensure the right data foundations are in place to enable advanced Gen AI deployments”, said Niraj Parihar, CEO of ѻý and Data Global Business Line and member of the Group Executive Committee.  “We believe this recognition from the IDC MarketScape is a testament of our continued commitment to enabling businesses in their transition towards being a truly data-powered enterprise.”

䲹貵𳾾Ծ’s comprehensive portfolio of solutions enables organizations to leverage the full potential of data and AI, including generative AI, to help them drive tangible business value at scale.

About IDC MarketScape

IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of technology and service suppliers in a given market. The research utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each supplier’s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of technology suppliers can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective suppliers

About ѻý

ѻý is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, ѻý is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2023 global revenues of €22.5 billion.

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Business-Centric Cloud Transformation – Why Bother? /at-de/insights/expert-perspectives/business-centric-cloud-transformation-why-bother/ /at-de/insights/expert-perspectives/business-centric-cloud-transformation-why-bother/#respond Tue, 07 Nov 2023 09:29:21 +0000 /at-de/?p=631086 The post Business-Centric Cloud Transformation – Why Bother? appeared first on ѻý Austria.

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Manas K. Deb, VP, Cloud CoE, ѻý; Sergio-Henrique Werner, VP, Cloud CoE, ѻý

Adoption of cloud computing in any substantial manner can and does transform the way an organization works and performs. Access to IT resources and emerging technologies becomes fast and affordable. For legacy applications that are migrated to cloud, there is an opportunity of lowering technical debt and enhancing application functionalities via modernization. In the context of new applications development, cloud reduces time-to-market durations as well as facilitates innovation experiments quickly. Thus, cloud computing and the transformation associated with its adoption can have a substantial impact on the evolution of an organization.

Types of Cloud Projects:

In the context of the types of cloud projects, one can conceptualize a continuum of varying focus:

  • incremental’ cloud projects driven by important but scope-limited goals, for example, migrating a set of applications to cloud in a ‘lift-and-shift’ manner to free up some data center capacity or to consolidate server resources or to better leverage software licenses. In this type of projects, the focus usually is cost efficiency.
  • tactical’ projects opportunistically combine certain specific IT or business problems and matching cloud capabilities, for example, ‘cloud-style’ application developments, utilizing more data and analytics, leveraging of special emerging technology services like IoT and AI/ML – these actions add modern capabilities to legacy applications or provide solutions for some immediate problems. In this category of projects, we start to see increasing attention to business value beyond IT cost reduction.
  • transformational’ cloud adoption is the one where businesses get the most cloud benefits. This project category combines the transformation agendas of IT, business, and data. In this transformational mode, you implement a ‘digital core’ and create a ‘composable enterprise’ that has instant access to hardware and software infrastructures for any business need; data and analytics driven decision making is well facilitated; business harnesses the full range of cloud capabilities to instill a culture of business innovation across the enterprise.

Today, all industries are facing severe competition. An essential strategy to beat competition is innovation. Typically, innovation pursuits require fast and affordable access to newer capabilities as well as the ability to conduct innovation experiments quickly.  Successful solutions from these experiments then need to be deployed in production fast, and if they continue to show positive results, need to be scaled out fast. With DevSecOps, CI/CD, and large spectrum of managed services provided by the cloud platforms, creation, iterations, and scale-out of advanced technical applications are significantly more feasible and affordable.

Often, IT initiatives mainly target cost efficiencies. Thus, benefits of cloud adoption in providing more direct business benefits, for example, those providing revenue or market share growth, are not automatically addressed via such IT-centric focus. Market leading enterprises recognize this and add special focus on cloud adoption that are also transformational from a business point-of-view.

Let’s briefly visit a few customer cases, where ѻý either led or substantially contributed to their cloud adoption projects, to see some business benefits of cloud transformation.

Business-Level Productivity Gain:

The first case study is about gaining substantial business-level productivity leveraging cloud transformation via a Smart Factory implementation, deployed on AWS, at Baker Hughes, one of the world’s largest oil-field equipment and services company (/news/client-stories/major-oil-field-services-company-transforms-factory-processes-with-ai-driven-solution/).

With 300 machines in seven plants, equipment issues often went undetected and typically resulted in slow and expensive fixes, thus adversely affecting manufacturing processes. The Smart Factory solution implemented to improve the situation combined IT and OT with the capabilities from 䲹貵𳾾Ծ’s Intelligent Asset Monitoring and Predictive Asset Maintenance with Edge Compute solutions.

In a relatively short time machines were connected for operations monitoring and improvement, and for predictive maintenance. The project produced impressive results that business cared about: a 12% increase in the overall productivity and 26 thousand hours of downtime reduction, which is equivalent to an extra 3 years of output from a typical existing machine!

A cloud-based solutioning approach allowed simplification of the solution such that it could be created and put into action fast, in a large-scale deployment, with continuity of operation, and consistent visibility of monitored parameters so that right improvement actions could be taken across the board. Of course, the project required setting well-defined business targets, and proper execution of the project with the right solution architecture connecting physical machines to applications in cloud, competent project team, and the use of the right cloud services.

In fact, in the context of Intelligent Industry, with successful cloud-enabled business transformations, we repeatedly observe substantial increases in productivity and quality parameters, and big reductions in defects and downtime. With optimized operation, there are consequential resource savings like less material use and lower energy consumption – helping with the sustainability goals as well! 

Creating Organizational Agility:

Current times are filled with many fast-changing social, political, and economic situations that demand organizations be agile, i.e., adapt to emerging trends at high velocity. Developing this agility for large companies is not trivial, and it is especially hard for traditionally bureaucratic organizations in highly regulated industries, for example, financial services and healthcare. However, cloud transformation can help with increasing organizational agility.

Our second case study comes from Her Majesty’s Revenue and Customs in the UK aka HMRC – the tax and payments division of the UK government, where ѻý has been engaged in a big way, and for a while, with many kinds of projects including cloud transformation. When COVID pandemic hit, the UK government urged the businesses not to lay off employees but furlough them, i.e., give them leave of absence, and the government would then help with the cost of this furlough. This was the “Corona Virus Job Retention Scheme” (CJRS) initiative.

COVID crisis was rising very quickly, thus, CJRS needed to be launched very fast, had to be accessible from multiple channels, assistance applications had to be analyzed quickly, and money had to be disbursed correctly and rapidly – all of these needed a good front-end application that is well integrated with the necessary back-end application. Instead of the typically longer application development lifecycle, HMRC adopted an agile ‘born-in-the-cloud’ approach, and successfully launched CJRS app in just four weeks! It processed and disbursed billion-and-a-half pounds on the first day alone. Since the initial launch, with this 24/7 CJRS system, 10 million jobs have received support amounting to over 40 billion pounds.

The secret to such a fast creation of a scalable application is that with a few years of cloud transformation, HMRC had built up the necessary organizational agility to embark on a major ‘born-in-the-cloud’ solution and could execute it successfully. HMRC’s project was a big success and garnered many praises including a tweet from Tim Berners-Lee, the inventor of the World Wide Web! ѻý worked with HMRC in designing and implementing microservices, using DevSecOps and Agile way of working and, of course, using the right cloud services (/gb-en/news/client-stories/hmrc-rapidly-develops-digital-service-to-support-employers/).

When we generalize digital transformation benefits across industries, we observe that digitally transformed industry leaders can launch new or improved products and services much faster with much less business risks, fix problems post-launch almost immediately, become resilient to adverse forces, and engage their employees in more value-yielding work. Such rewards are undoubtedly attractive, but one must pursue a business-oriented transformational strategy to receive such rewards.

Accelerating Innovation:

In the last two examples, we looked at how cloud can enable business growth and agility. The next example is about cloud helping to create cutting-edge transformation enablers.

There is a lot of buzz these days around 5G as one of the great next-gen innovation enablers. However, 5G technology is complex and 5G talents are in short supply. Can 5G network deployments be simplified and automated using cloud?

This example is about a project in the telecom industry where the need for innovation-led growth could not be any more urgent. ѻý Engineering teams in Portugal and the US worked jointly to help a North American customer develop a RAN (Radio Access Network) automation solution that can be used by mobile network operators (MNOs) as well as enterprises to roll out 5G networks. This is a cloud-based solution that uses an open architecture, high-level of automation, and does not require the implementer to be a 5G expert! This is an example of an innovator using cloud to help others embark on their innovation-led transformations.

By the way, one of the innovation mantras is ‘fail fast’ – conduct many experiments and be prepared to fail quickly. However, if those experiments are done wrongly, the only thing one will achieve is failure. To be ahead of the competition one must be able to ‘fail fast, succeed faster’ – this requires right experimentations. Cloud ecosystem has a rich collection of emerging technology services, rapid application building frameworks, and provides many deployment and scale-out options. Thus, cloud is perfect for design and evaluation of innovation experiments, and quickly scaling-out the winners of these experiments for faster business benefit realization.

Pursuing Business-Oriented Cloud Transformation:

As we showed in the examples cited here, the real power of cloud is unleashed when cloud technologies are used to achieve substantial business goals. Efficient and high-return business-oriented cloud adoption can only be achieved through corresponding changes in an organization’s way of working; hence, such technology adoptions are transformational. Instead of only focusing on cost efficiencies which are often bottom-up initiatives and usually offer short-term benefits in modest amounts, in business-oriented cloud transformation we can target key aspects of profitable business growth.

Business-oriented cloud transformation begins by identifying the ultimate business goals to be attained. For example, reducing time-to-market for new products or services, increasing the rate of marketable innovations, spinning of digital subsidiaries of large legacy companies. With the business goals set, one ‘works backwards’ to identify all the skills and resources needed to achieve those goals in a ‘cloud-first’ manner, i.e., rejecting the use of cloud only when the cloud-based solutions are truly unsuitable.

Business-oriented cloud transformation needs close collaboration between business and technical units of the organization. Technical teams provide the business-enabling features from their technical work and educate their business counterparts about the capabilities of such features while business domain experts get active in exploring technology for business benefits. An overall higher cloud adoption maturity is mandatory in such collaborations.

So, why bother so much with business-centric cloud transformation? While the total IT spend in an enterprise surely depends on the type of industry the enterprise is in, it is typically a small percentage of the revenue of the company. If for an enterprise, we assume the IT spend to be 5% of the annual revenue, and half of this spend can be included in the Cost of Goods Sold (COGS), then if they achieve a 20% IT cost saving with cloud projects, it will mean only a 0.25% improvement their gross margin. However, if this enterprise has a 50% gross margin, a 5% revenue increase will translate to a 2.5% gross margin improvement. Thus, an order of magnitude better profitability improvement with business-centric cloud transformation!

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