cloud @ philips vision and reality n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Cloud @ Philips – Vision and Reality PowerPoint Presentation
Download Presentation
Cloud @ Philips – Vision and Reality

Loading in 2 Seconds...

play fullscreen
1 / 19

Cloud @ Philips – Vision and Reality - PowerPoint PPT Presentation


  • 151 Views
  • Uploaded on

Cloud @ Philips – Vision and Reality. October 24, 2011. An introduction to Philips A well-respected, blue-chip company for 120 years. Who we are. Our mission. Our businesses. Founded in 1891 Headquartered in Amsterdam, Netherlands Sales of €22.3 billion in 2010 1

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Cloud @ Philips – Vision and Reality' - calder


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
an introduction to philips a well respected blue chip company for 120 years
An introduction to Philips A well-respected, blue-chip company for 120 years

Who we are

Our mission

Our businesses

Founded in 1891Headquartered in Amsterdam, Netherlands

Sales of €22.3 billion in 20101

Growth Markets32% of 2010 sales generated in growth markets

Globally recognized brand (world top 50)Our brand value doubled to $8.7bn since 20042

117,000 employeesSales and service outlets in over 100 countries

€1.5 billion investment in R&D, 7% of sales

“…a global company of leading businesses creating value with meaningful innovations that improve people’s health and well-being.”

2010

Healthcare

Lighting

Consumer Lifestyle

1Note - All figures from the year 2010 onwards exclude Television as it is treated as discontinued operation

2Source: Interbrand

unique leadership positions in many markets current nps leadership positions 1
Unique leadership positions in many marketsCurrent NPS leadership positions1

Healthcare

Global

Cardiovascular

X-ray

Global

Patient Monitoring

Regional

Cardiac resuscitation

Global

Ultrasound

Regional (USA)

Home Monitoring

Consumer

Lifestyle

Global

Male electric shaving & grooming

Global

Mother and Child Care

Global

Oral

Healthcare

Regional (Latam, China)

Beauty and Skin

Regional

(Latam, China)

Kitchen appliances

Lighting

Global

Automotive Lighting

Global

Professional Luminaires

Global

Lumileds

Global

High Power LEDs

Global

Professional Lamps

creating meaningful innovations improving lives in new ways
Creating meaningful innovationsImproving lives in new ways

Gain deep insights into people’s needs and aspirationsby following a process requiring end-user input at every stage

Transform insights into innovationsby combining the diverse perspectives of different disciplines

“Learn fast, fail cheap” by applying a rigorous process to assess value potential early

Lead in open innovationby working closely together with partners in a spirit of open innovation

do we have a cloud strategy
Do we have a cloud Strategy?
  • We know we want to use cloud services
    • Do we know why?
    • The usual: cost, speed, opex, reach
  • We know our business wants to use cloud services
    • Do we know why?
    • The usual: speed, easy to bypass IT (lowcost carrier strategy, swipe your credit card model)

We rather have a cloud tactic: adopt where usefull

our journey a classic journey
Our Journey, a classic journey

Discovery

Structuring

Adoption

Integration

IT: what is the cloud?

Business: just buy and expense it

Partners meeting

Seminars

buzz

Proof of Concepts

Pilots

Architecture Principles and Guidelines

Defined space in the architecture

Systematically looking for cloud alternatives

BPM

ESB

Make cloud and non cloud work together

our journey a classic journey1
Our Journey, a classic journey

Discovery

Structuring

Adoption

Integration

IT: what is the cloud?

Business: just buy and expense it

Partners meeting

Seminars

buzz

Proof of Concepts

Pilots

Architecture Principles and Guidelines

Defined space in the architecture

Systematically looking for cloud alternatives

BPM

ESB

Make cloud and non cloud work together

massive discussion
Massive discussion

Ease

Speed

SaaS

Flexibility

PaaS

IaaS

Social

Definition

Compliance

Control

Risk

Integration

Roadmap

Migration

IP

Exit Scenario

our journey a classic journey2
Our Journey, a classic journey

Discovery

IT

Jan 2010 – private cloud with T-Systems

Massive HR Landscape (careers, talent, performance, training,…)

Our Business

iSite PACS

structuring why
Structuring – why?
  • Give your teams (architects, project managers, SRC officers, …) an easily readable map to
    • Detect opportunities
    • Understand the risks
    • Prepare for solution analysis
    • Prepare for decision support
  • Give examples: we already use some cloud applications
structuring seize the opportunity
Structuring – seize the opportunity

Explore SaaS solutions as a preference

Potential risks, assess and compare to on premise applications

High risk, full assessment required to consider as a solution

structuring set the principles
Structuring– set the principles

Governance

    • SaaS selection, approval and implementation process must follow the ‘normal’ procedure including EAB approval.
  • SaaS solutions must always be taken into account in software selection processes.
  • SaaS vendor dependency must be well managed, especially in case of very business specific ‘niche’ applications, provided by only a few niche vendors

Process

Information

Application

Technology

  • Prime SaaS candidates:
        • Outsourced bus. processes
        • Stand-alone & standard business processes
  • No preclusion of SaaS solution candidates based on business process area
        • Business Process Architect must assess risks & approve in all other cases.
        • BIA (Business Impact Assessment) required; (segregation in multi-tenant offerings; Identity management federation)
  • Prime SaaS candidates:
      • Loosely coupled applications (decision by the architects)
      • No solution planned (8Q RM).
  • SaaS candidates to be tightly integrated with other IT building blocks (both SaaS and non-SaaS) must be checked on:
      • No short term alternative
      • ‘Decoupling hub’ at Philips side taken into account
      • BIA Assessment required
      • Application architects must assess risk and approve
  • Prime SaaS candidates:
      • Commodity IT-Solutions
      • Via existing providers.
  • SaaS candidates based on differentiating techno-logy solutions need to be assessed on:
      • Integration & compatibility between Philips and SaaS Technology Infrastructure.
      • Integration with Philips security and identity & access management Infrastructure:
      • SSO & User mgt. federation is key requirement
  • Technology architect must assess risk & approve.
  • Prime SaaS candidates:
      • Limited information exchange with SaaS domain; (to be evaluated from a business process perspective).
  • SaaS candidates dealing with sensitive/ privacy information must be checked against internal and external regulations (Philips Classification, SOX, HIIPA, etc.) :
      • PIA (Privacy Impact Assessment) required
      • Information architect must approve.
structuring manage the risk
Structuring – manage the risk
  • You already have the controls!
    • Look at what you do when you do outsourcing (or BPO)
    • Leverage your weight to adapt the cloud contract
  • Balance
    • Adapt your principles and checks to catch the risks early
    • Setup the golden rules to equip your IT and business with the quick filter to detect potential catch points
adopting where is cloud going to help
Adopting – where is cloud going to help?

Build in agile and far reaching environments

Scale with business success

Co

Creator

Empower users

Deploy services in the field

Adapt fast

Enabler

Maintain the state of the company

Manage the integrity of the state

Foundation

adopting where is cloud going to help1
Adopting – where is cloud going to help?

Cloud ++

Co

Creator

Cloud +

Enabler

Cloud -

Foundation

transforming accident in success
Transforming accident in success ?
  • From adoption everywhere to clear use
  • Consolidated business plans (!)
  • Replace user facing solutions with
    • Flexible
    • Fast
    • Modern

Our CRM?

slide17
How?
  • Integral business case
  • Exit scenario
  • Involve the cloud vendor in your project, qualify with prototyping
  • Extend with the right partners (integration, functional)

Our CRM?

structural adoption and integration cloud style
Structural adoption and integration – cloud style
  • Large cloud landscape means large integration with cloud services and your in house systems (doh!)
    • Where we are: is an ESB sufficient, do we need accelerators like ironcast, how does SAP PI resist
    • You are the glue -> pushing your masterdata model out is less of an option, so you get to build the Rosetta Stone
  • Large SaaS drives UI specialization but also UI diversity across a user journey
    • Unless… you go for one specific ecosystem (Salesforce +…)
saas solutions driving agility the technovision perspective
SaaS solutions driving agility: The Technovision perspective

SAVO

Stepstone

INNT

Technovision for PHILIPS

Sharepoint 2010 (BPOS)

SocialCast (Connect Us)

Vovici

Agility

Collaboration

CollaborationHubs (eg. REACH)

HC Service Mgt.

(based on Force.com)

Lighting: CityTouch

SalesForce.com

Concur

ADP Payrol

Ariba

Zycus

Lighting: CityTouch

Scalability & Efficency

Foundational Business Solutions

Force.com

Paymetric

  • MS Azure

AOK soft tokens

Amazon EC2/ EC3

Open Standards & Service Orientation