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2 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
New Services to Differentiate & Accelerate the Infra Strategy
ITS IOS
2013 2011
2015
Establish Basis for Future
Business Evolution
Service Management (Industrialisation)
Streamline the Legacy
Service Integration (Rolls Royce, State of
Texas)
Service Aggregation (BMC, RSA)
Service Orchestration
(BMC, RSA)
1
2
3
3 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
Infra Approach to Industrialization
Bid & Solution • Service Catalogue • Price Benchmarks • Global Team
Transition • PM Community • DVI Incentive • Sales to Delivery Handover
Delivery • Global Delivery Network • Unit Costing Target • DVI Improvement
Industrialization
Drive significant costs out of non-labour cost base and enable major change in labour support costs
Total Cost of Ownership (TCO)
Deployment of standard tools for Service Management and Systems Management
Systems & Tools
Security
Analyst Day 2013 I June 19-20
Deployment of standard tools for Security Management
4 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
Co-opetition Partner-Aligned
Competition Agnostic-Player
Integrated stacks Vertical alignment
Asset light
Industrialised & automated Highly converged estate High-touch/high-value
“Invest for the future” “Impact on SBU”
Strategic investments
GTM Opportunities Shared risks & shared rewards “Appropriate” commitments “Don’t sell the crown jewels”
Traditional platforms Lateral focus
Asset intensive
Highly customized “one-offs” Fragmented/diverse technologies High-touch/low-value
“Buy for the here and now” “Impact on me”
BAU procurement
Where we have been • Historically, our cost of delivering Infrastructure
Services had been high and there had been limited degree of standardization in the management of our estate.
Where we want to be • The move away from traditional operating
models towards more complex relationships and alliances with strategic suppliers, and even competitors.
• Relationships based on co-investing and co-innovating.
Partnering for Success – Business Pioneer
5 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
• Our historic focus had been on buying the best priced technology on a client by client basis
• In our storage estate we had 10 technologies from 5 different suppliers
• We had 30Pb of storage, 15Pb owned by Capegemini • Early views of TCO showed cost of the asset as 30% of
the total cost to Infra over a five year period
Total Cost of Ownership
Hardware
Software
Maintenance
Support
Environmental
Solutioning
The TCO story – the Case for action; H1 - 2010
6 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
• We reviewed the storage estate with EMC and proposed; • Migration to two different EMC technologies VMAX and VNX
• 3 standard configurations Gold, Silver and Bronze to deliver service and cost differential
• We made a commitment to 25Pb of storage over five years • Prices based on this approach gave a circa 30% improvement
on existing purchase prices • EMC to become Capgemini’s 6th Strategic Partner
The TCO Story – the EMC Proposal
Total Cost of Ownership
Hardware
Software
Maintenance
Support
Environmental
Solutioning
7 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
• We have met the five year commitment in the first two years, in June 2013
• 80% of the Capgemini storage is now on an EMC platform • Plan is to have 80% managed by the Storage COE in
India by YE • COE support ratios have improved from 118Tb/FTE to 300TB/
FTE
• We have achieved a 60% reduction in the TCO of storage • This has helped build a cost base and a partnership that is
driving our success with new clients
Before: • 924 TB storage • 4,953 drives • Average drive size 186 GB • 122 m² space used • € 216k/year on power
After: • 936 TB storage • 896 drives • Average drive size 1,120 GB • 18 m² space used • € 41k/year on power
80% less hardware, space, power 60% less TCO (5years)
HGI Storage Data-centre details
The TCO Story – the EMC Proposal – Two Years Later
8 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
EMC HGI Deal
HP Bravo Deal
BMC ITSMaaS
Q3’11 Q1’12 Q2’12 2013
Ben
efits
Rea
lizat
ion
• Standardized storage and data protection
• Standardized x86 server architecture across Data Centres
• Migrate 200+ clients to new ITSMaaS solution
• ITBMaaS for standardized billing portal • Converged computing decision • Data Centre consolidation strategy
The Road Map
10 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
Industrialisation of Traditional Services Requires Acceleration
• Many clients with existing, single source outsourcing contracts want to multi-source, but struggle with integration
• Services integration involving traditional IT outsourcing (ITO) towers is on a collision course with emerging visions of cloud service orchestration (Forrester)
• The global market opportunity for SI deals is estimated at €5n
Disaggregation of Services
• The Infrastructure Services market evolution and the rise of new services have a price erosion effect that we estimate as 3 – 10%
• Up to 20% decrease on TCV for traditional services should be expected on renewals
• RIM addressable market size of ≈ €5bn growing by 25% YoY
Margin Pressure
• Buyer preference moving to on-demand, pay-per-use & “as a Service” models
• Traditional OS services are increasingly commoditized
• Security, data sovereignty and lack of integration are restricting Cloud uptake
• Targeted capture of 2% of €28bn cloud service market
Technology disruption
Infra response: Market leading “Service Integration” offer
Infra response: XRIM and Accelerated TCO agenda
Infra response: Service Aggregation and Service
Brokering plays
Service Orchestration
11 Copyright © Capgemini 2013. All Rights Reserved
Analyst Day 2013 I June 19-20
Target is to Reduce Costs across the End-to-end TCO Stack
• Reduced price-point on preferred product sets • Increased focus on fewer standards and suppliers • Transformation and displacement of higher cost
infrastructure • Newer technologies; de-duplication, virtual connect...
• Reduced price-point, and economies of scale • Global agreements, swap-outs & spares in place of fix
• Common solutions, reduce training and support costs • Focus on Centre of Excellence in GDC’s • Best-in-class delivery models
• Technology refresh benefits on footprint and power • Data centre design optimization
• Solution architects enabled to focus on the winning solution and less on the underlying technology supplier
TCO Management - approach to our Three Year Plan
Total Cost of Ownership
Hardware
Software
Maintenance
Support
Environmental
Solutioning
The information contained in this presentation is proprietary. © 2013 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini With more than 125,000 people in 44 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini