Digital transformation

Seite 1

Trends by Gartner 2019:

Trend No. 1: Autonomous Things

Trend No. 2: Augmented Analytics

My domains:

Agriculture

Oil, Gas, & Energy

Banking & Finance

Infrastructure & Logistics

Metrics:

Robot hours

Human hours

RPA:

Mimics human actions

quick to implement and scale

makes no mistakes and without rest

operates any apps

reads and actions data in structured form

Advocacy:

demonstrate capabilities

different types of processes

Type:

attended robots

unattended robots

Read these three links:

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Financial-Services/gx-fsi-automation-here-to-stay.pdf

https://www.mckinsey.com/~/media/mckinsey/featured%20insights/Digital%20Disruption/Harnessing%20automation%20for%20a%20future%20that%20works/MGI-A-future-that-works-Executive-summary.ashx

https://www.weforum.org/reports/the-future-of-jobs-report-2018

Soft-skills:

Mindset - develop behaviour to constantly look at your work and the processes in your company through the lens of automation potential

Automation attributes:

Rule-based - The decisions made (including data interpretation) in the process can be captured in a pre-defined logic. The exception rate is either low or can be included as well in the business logic.

Repetitive process -

We can differentiate 4 types of processes:

Manual & non-repetitive: the process steps are performed by humans and can be different every time the process is executed

Manual & repetitive: the steps in the process are performed by the user, and at least some of them are the same every time

Semi-automated & repetitive: some of the repetitive steps have already been automated (using macros, Outlook rules, and so on)

Automated: there are processes that have been already automated using other technologies than RPA

Processes that need to stay manual or are non-repetitive, due to the high exception rate or factors that cannot be integrated in a business logic, aren't good candidates for automation.

Standard input - The input in the process should either be electronic and easily readable or readable using a technology that can be associated with RPA (such as OCR). A good example is an invoice having the fields pre-defined.

Stable - Processes that have been the same for a certain period of time and no changes are expected within the next months are good candidates for automation, provided they meet the other criteria as well.

There are some factors that increase the complexity of a process and increase the automation effort

Automation potential assessment

No-RPA - Processes where change is frequent, the system environment is volatile, and multiple manual (even non-digital) actions are required

Semi-automation - Processes that can be broken down into steps that can be clearly automated, and steps that need to stay manual (such as validations or usage of physical security tokens)

High-cost RPA - Processes that are rather digital and can be automated, but use some technologies that are complex (such as OCR) or require advanced programming skills

Zero-touch automation - Processes that are digital and involve a highly static system and process environment, so that they can be easily broken into instructions and simple triggers can be defined

[Effectiveness and efficiency]

Examples: Translating customer emails uses a single application, so it's the first choice. Password reset and reading invoices both use 2 applications, yet password reset is more straightforward in terms of business logic, and the the technologies used have lower exception rate

Automate high-volume and repetitive business processes

Human-machine teaming

RPAs are workforce multipliers

drive process improvement with its customers to increase automation, reduce operating costs and create new efficiencies.

http://public.brighttalk.com/resource/core/216172/nov28_fkaramouzis_avilla_sstoudt-hansen_469614.pdf

https://www.automationanywhere.com/images/guides/7-predictions-for-the-2019-rpa-market.pdf

https://www.mercer.com/our-thinking/career/delivering-the-workforce-for-the-future.html

https://www.mckinsey.com/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce

https://www.weforum.org/agenda/2018/09/what-employees-today-future-really-want-personalization/

RPA is easily customizable, complies with regulations, is non-intrusive

My note:

In future, I would definitely want to be in the AI/ML/Automation domain. Target role would be a PgM, partnership with customer and vendors, implementations, pre-sales. Skills I need would be

Components of UiPath Suite

https://sbc.safe.socgen/docs/DOC-388365

Prepare, Adapt, Transform

learn the how to identify, define, prioritize and communicate business relevant digital workplace capabilities.

evolving workplace technologies

ever-changing workplace landscape

to find more effective ways of working; raising employee engagement and agility; and exploiting consumer-oriented styles and technologies

Advantages of CoE:

Being Transversal - Ability to work across organization boundaries independently

Better Knowledge Management - Capacity to fix the methodological know-how

Trust - Confidentiality and transparent communication with the client

Flexible - In terms of team mobilization and an ability to support to unforecasted projects

Faster TAT - Quick turnaround owing to understanding of the process

Cost Arbitrage - No Cash Out due to comprehensive in house skill set to deliver end to end solution

https://www.analyticsinsight.net/top-10-automation-and-rpa-predictions-for-2019/

https://www.ey.com/Publication/vwLUAssets/EY_intelligent_automation/$FILE/EY-intelligent-automation.pdf

Wipro Holmes

https://www.constellationr.com/research/holmes-puts-wipro-forefront-cognitive-computing

https://www.option3.io/wp-content/uploads/2018/12/HFS-Hot-Vendors-Q3-2018_Option3-excerpts.pdf

https://sbc.safe.socgen/external-link.jspa?url=https%3A%2F%2Fhbr.org%2Fproduct%2Fhuman-machine-reimagining-work-in-the-age-of-ai%2F10163-HBK-ENG

https://sbc.safe.socgen/external-link.jspa?url=https%3A%2F%2Fplayer.fm%2Fseries%2Fhbr-ideacast%2Fep-625-how-ai-can-improve-how-we-work

https://player.fm/series/hbr-ideacast/ep-625-how-ai-can-improve-how-we-work

https://sbc.safe.socgen/message/340967#340967

---------------------

USE CASE:

Technical solution for semi attended mode with Automation Anywhere

Version 1

We are very proud to introduce you the presentation of a technical solution that meets the security constraints of the opportunity RPA CSS_ISS_2 - Closing settlement.

Please note that this solution can be applied to any opportunity!

Current constraints in Luxembourg :

- Only one bot performs encoding and validation in the SMILE system (mainframe application).

- The validation can not be done with the same account as the encoding.

- The bot must be started manually on the VDI of a user.

Since the bot is launched on a VDI to which a physical user has access, 2 differents accounts shall not be logged on this VDI.

Solution as is:

The bot will be splited into two parts:

- First part will be dedicated to data recovery and encoding

- Second part will be dedicated to the data validation

The bots will be launched by physical users on a power VDI that will be associated with them.

Once the robot has been launched, the user will have to provide his password so that the robot can use it to connect to the Mainframe application.

Future solution /semi attenteed mode :

- End user access to control room via web interface

- End user remotely launch bot execution through control room

- Bot can unlock windows session with bot ID credentials

- Bot decrypt password to access legacy system --> with private key stored in HSM

- application in legacy system check bot ID credentials in AD

Options

- User can remotely access to VDI for viewing by receiving a skype invitation, an email, a VM Ware invitation

- User can stop the bot or cut VDI access in case of emergency.

Additional gain :

- Only 1 licence is required for automation anywhere

- Only 1 licence is required to access to additional applications (reuters, bloomberg, etc..)

---------------------

20161001_KPMG_Rise of the robots.pdf3.5 MB Preview

20160201_KMPG_employees-an-endangered-species.pdf

==================

* RPA (Robot Process Automation) within OPER:

* RPA is a technology that simulates mouse movements and keyboard input on a computer to interact with softwares like a real user

* It enables the automation of repetitive tasks that does not require analysis, making decision and which has low exceptions

* Advantages: reduces operational risks and increase efficiency

* Pre-requisite: Process needs to be lean, System needs to be stable with no major changes planned

* Use Case: Automation of data entry in Alltra system performed by Trade Commodity Finance Back Office in Singapore

* Average project length for 1 process: 2 months

* Tableau Dashboarding within DFIN:

* Data visualisation tool to create clear, graphical and impactful reports

* It enhances communication to stakeholder and help in the analysis of Data

* When connected to databases, it allows real time and automatic updates, removing the manual process of dashboard report production

* Average project length: 1 month

* API within CLM, SEGL and AUDIT

* Stands for "Application Programming Interface". In a nutshell, there are two ways of interacting with a system:

* Either via a GUI (Graphical User Interface), a set of screens enabling users to perform tasks. Those are the screens we all use on a daily basis. Users are dependent of those screens, which are designed by the system developers

* Either via an API (Application Programming Interface), a set of functions that any programmers can use to develop a software/macros leveraging on functionalities of the above-mentioned system. The developer can then create a program that is Tailor Made to user needs, which is not addressed by the GUI

* Use Case: For CLM, SEGL and AUDIT, ITEC had used the API of the KYC website Documentum to automate the download of documents that was done by the analyst:

* BEFORE: documents were downloaded one by one, which corresponded to a workload of up to 4 hours

* AFTER: the analyst input in an Excel spreadsheet a list of BDRID and launch a macro that download all documents at once. With this solution, it now only takes 10 minutes

* A pre-requisite to such development is the existence of an API for the specific system. The API, as for the GUI, needs to be developed by the system developers. It is in SG Digital Transformation strategy to implement API to all systems

* Average project length: 1 month

* Justin, Machine Learning within MACC

* Machine learning is a method of data analysis that automates analytical model building. Using algorithms that iteratively learn from data, machine learning allows computers to find hidden insights without being explicitly programmed where to look

* Use Case: MACC leveraged on such algorithm to implement a decision making tool that helps analysts to detect breaks in PNL and Risks calculation

* Pre-requisite: Existence of data. The algorithm needs a large set of sample data to 'learn' from them

* Average project length: 3 months

=================

Seite 2

https://hbr.org/2019/03/digital-transformation-is-not-about-technology

https://sbc.safe.socgen/external-link.jspa?url=https%3A%2F%2Fprivatesocgen.libcast.com%2Fwidget%2Fmmg-amer-digital-transformation-presentation%3Flc_token%3De331b20a12e964ac278dee21696032b8e10587d0

===============

disruption is an opportunity

transition can be the wind in your sail

who are the people moving this busisness

how are they doing, are they happy

do you want to be relevant

https://www2.deloitte.com/insights/us/en/topics/digital-transformation.html

https://www.forbes.com/sites/danielnewman/2018/09/11/top-10-digital-transformation-trends-for-2019/#1efba803c303

modernisation

spot the transitions in the industry

https://en.wikipedia.org/wiki/Geoffrey_Moore

https://www.inc.com/tech-blog/interviewing-geoffrey-moore-core-versus-context.html

key things to do in DT:

gain bandwidth

innovation

serverless functions

new cloud models

===========

my insights:

DT can include:

Cloud

Automation

RPA

Chatbots

APIs

Transformation initiatives

Launching an offering (as-a-service)

modernization

O365 deployment

digital workplace technology

Service Oriented Architecture (SOA)

Agile based delivery

Wipro Digital

===========

Definition of DT:

It's a process for organizational changes in terms of technology adoption to drive growth and remain competitive in market, and also to advance employee engagement by introducing new tools, tech, or methodologies.

its about integration, efficiency, agility, enhanced user exp, understanding the shifting behavior, etc

https://www.hcltech.com/digital-analytics-services

Establish a clear framework for Digital Transformation based on 3 axis:

1/ Investing & Acquiring, to invest time & resources to plan/manage Digital Transformation, to acquire knowledge on new technology usage

2/ Partnering, to build a lean governance & operating model to integrate Smart Automation, to partner within FINANCE to leverage on existing concrete initiatives

3/ Incubation, to design a proper workflow & set up to enable incubation of new initiatives

To manage this, a digital community has been set up with Digital Ambassadors (with more functional knowledge), Digital Transformers (with more technical knowledge) & last but not least a CI expert to ensure a proper diagnose is performed in order to qualify root causes before initiating any Digital Transformation.

Before jumping into digital transformation, companies should revisit their innovation capability, which is the core driver of value (digital technologies are only enablers). Often I’ve seen companies jumping into blockchain or big data projects and talking excitedly about what these new things are, but completely without focus, value creation logic, or a user-centric context.

So the next time your board talks about digital transformation, let’s start with human capital, strategic foresight, and a new logic of value creation.

digitally reimagine the business

intersection between “being digital” and being human

https://sbc.safe.socgen/community/gbis-digital-transformation/digital-technical-fundations/digital-technical-foundations-amer-community-zone

take advantage of the opportunity being presented

-------------

a. Client experience is the top driver for SGSS digital transformation roadmap

b. The Digital RM for 2017 should be considered as part of a medium term trajectory which aims to change the Client Experience: evolving clients behaviors and preferences are key catalysts

c. SGSS digital orientations are integrating both SG Group and GBIS CDO recommendations

d. Components from the digital roadmaps should be articulated carefully to respond to the following requirements :

- Create the proper background to accelerate innovation

- Embark all the staff and prepare the mindset for the shift to digitization

- Demonstrate the value of DT trough MVPs

- Start changing key components of SGSS IT in an opportunistic fashion for more agility and flexibility

- Increase knowledge of potential disruptive technologies

e. The global target of the RM 2017 is to be a first step of a multi-year transformation in the way SGSS conceives, builds, sources and delivers its services to clients, for SGSS to compete more effectively in a ever-changing digital environmen

Conducted Awareness sessions

from theory to use cases

POCs

https://www.linkedin.com/pulse/digital-transformation-banking-mission-impossible-sabrina-del-prete/?trk=hp-feed-article-title-share

The Chiefs of Digital Transformation = Their mandate is to take a business and turn it upside down rather than simply add digital tools so as to interact better with customers and staff.

passive culture in bank

The key word in Digital Transformation is indeed “Transformation” and not “Digital”.

cynicism and resilience are essential travel companions

To succeed you need to have the strongest allies

Digital Transformation IS NOT a technology project

Transformation is about the business and the people, not the IT systems

Never forget that you are building a winning Formula One team, not just an engine.

Strategies for driving business success in the new digital economy

https://digital.bu.edu/product/leading-in-the-digital/

https://www.edx.org/course/leading-in-the-digital-age-2

Purpose of POC: awareness, test solution from security compliance perspective

Public cloud topics and brief description:

Security - Encryption, Audit trail, IAM

Datalake - S3 / EMR Clusters: config, quota, encryption

Data management - Herd (catalog)

Accounting - (billing) and VPC hierarchy -> not sure stream is really needed now?

Dev Ops - dev pipeline

Data Analytics - presto, jupyter, spark

Public cloud:

https://sbc.safe.socgen/docs/DOC-462550

https://www.societegenerale.com/en/digital-and-innovation

https://www.societegenerale.com/sites/default/files/documents/Investisseurs/digital_journey_22112018_0.pdf

======================

Public Cloud: Goldman / SG discussion:-

Intro-

John is Goldman Sachs CTO, reporting to Elijah Wiesel

Ilya is head of GS Infrastructure

David is head of GS Public Cloud

Overall Public Cloud strategy-

Not looking at lift and shift, but redesigning applications

Actively running production workloads on Amazon AWS and Google Cloud Platform (GCP)

Retail Banking: all consumer business already on AWS

Developing Google GCP further in 2019 for Trading / Middle Office

Looking for Chinese cloud provider for their onshore activities in 2019/202

Workloads in production-

SecDB: on AWS and GCP, risk and PNL calculation of Gs Global Markets activities. Mainly for elastic computing and cost reasons. IaaS / Lift and shift approach: GS Linux image, proprietary ring replicated database store (PSRP), raw compute for few hours. Workload is transient.

Retail Banking: Marcus platform on AWS

SIMON on AWS

Datalake on AWS: Virtual Warehouse, main data store is on premise, virtual warehouse allow to provision a Public Cloud big data cluster on demand for specific big data / compute needs

Security-

Public Cloud is access via the same software deployment platform (CI/CD approach) as for on-prem

A set of monitoring tools are making sure security rules are respected -> GS is considering open sourcing that framework ("this set of rules is unbelievably complex today")

Public Cloud jobs are able to securely reach back into GS on premise

Connectivity-

GS is constantly adding bandwidth to their connectivity to the Public Cloud providers ("never have enough")

It's proven surprisingly hard to interconnect AWS and GCP. They had to negotiate a lot with both providers to get AWS / GCP datacenters that could be interconnected

QOS is difficult, it has to be done at the architecture level

======================

SG API strategy:

https://developer.sgmarkets.com/

A client is not a user : it is the program calling APIs.

Discover which APIs exist, what they do, with which SLA, so allowing their reuse.

Subscribe APIs allowing their usage on runtime (using OAuth2 via SGConnect for Wholesale).

Govern the API transformation, showing APIs key information and quality indicators, from inception to decommissioning.

https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/an-operating-model-for-company-wide-agile-development

https://www.bcg.com/agile/ing-agile-transformation.aspx

https://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation

http://www.mckinsey.com/industries/high-tech/our-insights/product-managers-for-the-digital-world

https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/leaders-and-laggards-in-enterprise-cloud-infrastructure-adoption

http://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation

https://hbr.org/2018/05/agile-at-scale

https://www.mckinsey.com/business-functions/organization/our-insights/unleashing-the-power-of-small-independent-teams

Initiatives as part of digital strategy:

The strategy is to keep going on current momentum with experimetations for instance Tableau deployment, global RPA initiatives, machine learning (BRAMOS), data lakes, chat bots...

BCG article about Digital Transformation (September 01, 2015)

Identified multiple gaps in process through process mining techniques

DialogFlow

SG projects:

YODA

IPSUM

KPI:

+ of 500,000 questions/30 0000 users per month

+ of 3800 knowledge

92% of rate of satisfaction

1.5 ETP dedicated to the back-office of the chatbot

drop by 20% amongst calls to the hotline with widening of its perimeter

3 languages (French - 80% of the questions, English and Spanish)

https://www.crunchbase.com/organization/create-my-assistant#section-website-tech-stack-by-builtwith

https://blog.verloop.io/the-best-open-source-chatbot-platforms-in-2019/

To ensure optimal operation of this chatbot, you must:

Check that the chatbox is in the correct language (change in the menu).

Make sure not to be too short or too long (2 to 5 words).

Specify the need. Ex : name of the application.

Avoid abbreviations.

Ask one question at a time.

Ban unwanted words (hello, YODA, negations ....).

Reformulate if YODA does not understand.

Use the voting buttons after an answer ... and write a comment as needed.

Vendor: https://www.dydu.ai/en/

The objective is to be able to answer questions in a maximum and 30 seconds and of 3 iterations maximum

==========================

Experience feedback on the installation of a chatbot bound for the collaborators by PSA

Context:

PSA launched in 2011 a project of chatbot to minimize the calls to helpdesk IT. The chatbot since was extended to a rather broad spectrum of services of company bound for the collaborators (data-processing, RH, parking spaces, addresses of the sites).

Operation:

The chatbot of PSA is accessible since the work station and the Intranet from 80,000 collaborators of PSA and returns towards pages of the Intranet. The chatbot uses the solution of the DoYouDreamUp company. The objective is to be able to answer questions in a maximum and 30 seconds and of 3 iterations maximum. The chatbot offer also the possibility of rocking in livechat with the human ones as well as self-service ticketing of its request and of being recalled.

KPI:

+ of 500,000 questions/30 0000 users per month

+ of 3800 knowledge

92% of rate of satisfaction

1.5 ETP dedicated to the back-office of the chatbot

drop by 20% amongst calls to the hotline with widening of its perimeter

3 languages (French - 80% of the questions, English and Spanish)

Deployment :

Pilot phase IT launched in 2011: 15 beta-testers pilot trades then 100, then 2000 to make reliable the answers

Construction of knowledge base: integration of knowledge carried out at the beginning by DYDU starting from existing cards, contribution of many experts trades for new knowledge, bases documentary hotline now identical to that of the chatbot

Adoption: communication by e-mail, by correspondents, via COM on the PC, the hotline returns towards the virtual assistant

Encountered difficulties :

Ambiguities of certain words (acronym, words trades, etc) => management of the entirety of the base of knowledge by two people and perimeter limited to general public questions the “” commune with the whole of the collaborators

Accompaniment of the staff of the hotline (providing external): increase in the perimeter of intervention and the qualification level

Experience feedbacks:

Use of the chatbot like new vector of communication: incidents, management of the change (ex: suppression of the color impressions, Blackberry passage at Samsung, etc)

The self-service ticketing makes it possible to redirect directly towards the qualified team (rather of level 1 or 2 and not on level 0)

Chatbot on smartphones: nonconclusive test because the current cards were not displayed correctly

Important to focus itself on the most used knowledge (much energy spent on the knowledge very little used with final): the not answered recurring questions are the best means of adding the most useful knowledge

Roadmap:

Day before on other technologies

Passage out of container docker with C You Dream Up

==========================

https://botpublication.com/top-trending-tools-used-by-chatbot-makers-151cbc555af1

https://github.com/adrianKrebs/chatbot-university#what-is-it

https://docs.microsoft.com/en-us/azure/bot-service/javascript/bot-builder-javascript-quickstart?view=azure-bot-service-4.0

Conversational UI:

https://sbc.safe.socgen/docs/DOC-350488

--------------------

#YODA Facts & figures - week1 (02-06/01)

Hello,

Statistics of week 1:

Conversations

There were 142 conversations for the period, generating 750 interactions (either in mùoyenne 20.29 conversations/day for 107 interactions quotodiennes)

There were on average 5.28interactions by conversations, among which close half corresponded to the reformulations suggested by Yoda (49.24%)

Recurring conversations (top10):

Visitors

98.61% of the visitors carried out a conversation, the weekly frequentation represents 144visiteurs (on average 20.57 visitors per day)

On the whole of the Net surfers, 27% are new visitors (73% are users who already conversed)

The satisfaction of the visitors:

The rate of negative opinions drops gradually between the beginning and the weekend (probably corresponding to the corrections made by the team club-footed, as let us reformulaitons and additions of knowledge):

https://eddi.labs.ai/

https://www.mckinsey.com/~/media/mckinsey/featured%20insights/Digital%20Disruption/Harnessing%20automation%20for%20a%20future%20that%20works/MGI-A-future-that-works-Full-report.ashx

Overview of RPA / Smart Automation activities:

Why is RPA relevant?

Automate mundane tasks that take a lot of time from employees

Digitalize paper-based processes

Automate tasks within applications and workflows

Web/Mobile-enable your legacy applications

Connect isolated apps to the cloud

Trigger alerts or start processes based on events

Extend functionality of existing applications

Situation:

We see great potential of freeing up resources by automating repetitive tasks, especially with non-interlinked systems (without proper APIs)

The group and several local entities are deploying RPA and Smart Automation already, the chosen group vendor is Automation Anywhere

Recent activities:

Reaching out to RESG/INO where xxx is leading the Smart Automation efforts, introduced us to the Indian CoE

They have an up and running CoE and deliver bots for the whole SG Group

45 People automated more then 100 use cases resulting in 130+ FTE savings

Methods and guiding principles are set up

Discover - is a process automatable? (Co-Location required)

Define

Design

Develop

Deploy

SGCIB UK has 17 deployments of bots already running, contact person is

8 weeks of initial consulting by A.T. Kearney to identify and select processes

One week of training for 2 VIEs who were already skilled with VBA to work with Automation Anywhere, further training "on the job"

Video of one of the bots for trade allocation can be seen in "other examples", Nr. 3 - list of automated use cases attached here as .xlsx

Der Link informed SGSS Frankfurt, SGSS Munich as well as SGCIB of the potential that they see and forwarded info on what has been done in the UK

ALD has running projects around RPA, contact person is

Need to align with global governance around these projects before starting own RPA projects at ALD Germany

SGCIB Project Update (23/05/2018)

1st approach for GTPS Frankfurt (negative interest rates calculation): Offer by GSC was attractive, but last minute they found an internal VBA solution that already helps

2nd approach for AML department in Frankfurt (FORCES alerts automation): Medium complexity task, but high pressure to automate as current FTE situation is not sufficient for increased FORCES alert activity in last weeks and months - still ongoing

First ideas for rollout in German entities:

Individual push towards entities / spotlight on the topic in Innovation Coordinator calls as well as CEOs in SteerCo meeting

Potential interest by - xxx

Coverage of topic in soon to be started webinars of Der Link

More sophisticated central training approach:

Find and define employees with RPA/VBA/Scripting affinity in each of the German entities (minimum: 1 per entity)

Organize central high-intensity training for these employees (1 week, mixture of content on process analysis and selection, using automation anywhere, group processes and integration of CoE in India)

Setup sparring system for trained employees with Indian RPA experts, create community of practice among trained employees (possibly on SBC)

Start local analysis in entities

https://mimica.ai

Seite 3

Org are re-architecting their digital strategy

interconnected world

data-enabled

data analytics

we are seeing evolution of IT

users - apps - platform - connections

digital is social, mobile, cloud, and analytics

business wants to change engagement model to integrated and dynamic.

data fabric

what services are you planning to offer

Digital Edge

VDI, Raspberry Pi 3

sourcing - days of single vendor are over. go go as many as it makes sense to u

highly repeatabnle

change in core and edge network model

the foundation for building an enterprise's digital platform

people+cloud+data

security+data+app

Enabling DT with azure cloud

how to leverage new technologies

reliability, stability, resiliency,

DT - technological advances, demographic shifts, shift in global economic power, resource scarcity and climate change, urbanization

DT encompasses customer, operations, employees, and products and the spokes connected to data & intelligence/insights.

DT - legacy management, optimization