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Kundcentrera och anpassa end-to-end processer kring mobilitet, molnet, sociala medier och big data. Titta närmare på: Big Data (http://www-03.ibm.com/software/products/sv/category/SWP10), BPM (http://www-03.ibm.com/software/products/sv/category/BPM-Software), Social (http://www-03.ibm.com/software/products/sv/category/SWD00)
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IBM Smarter ProcessRobert Golladay, Smarter Process Leader, [email protected] Nov, Stockholm
2Source: Booz and Co., 2011
Managing complexity is a challenge in most industries
Complexity threatens to reduce customer engagementComplexity threatens to reduce customer engagement
Time spent managing complexity (customer variability, performance quality and
workflow efficiency) in service-centric industries has surpassed 50 percent
New forces are disrupting how companies do business
47% growth in cloud
processes
25% productivity
improvement
€100B government
savings
CO
NS
EQ
UE
NC
ES
$3.6B spend by
2014
New forces are disrupting how companies do business
$3.6B spend by
2014
47% growth in cloud
processes
25% productivity
improvement
€100B government
savings
Mobile requires process reinvention
Forrester forecasts that companies will spend about $900 million on mobile process reinvention services in 2013 and up to $2.7 billion in 2014
Cloud deployments force companies to rethink their processes
Gartner ranks Business Process as a Service (BPaaS) as the fastest growing cloud segment with 47% annual growth
Socially-enabled processes drive increased productivity
According to McKinsey, social technologies, when used within and across enterprises, can raise productivity of high-skill knowledge workers by 20 to 25%
Big data drives insight into processes
McKinsey found government administration could save more than €100 billion in operational efficiency improvements alone by using big data
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IBM capabilities for Smarter Process
Enterprise Content
Management
Enterprise Content
ManagementBusiness
Intelligence
Business
IntelligencePredictive
Analytics
Predictive
AnalyticsMaster Data
Management
Master Data
Management
Service Oriented Architecture & IntegrationService Oriented Architecture & Integration
Industry Solutionsand Accelerators
Industry Solutionsand Accelerators
Industry and Functional Consulting Expertise
Industry and Functional Consulting Expertise
Managed Business Processes
Managed Business Processes
GovernmentBanking EnergyHealthcare TelecomInsurance Transport
Case
Management
Case
ManagementBusiness Process
Management
Business Process
ManagementOperational Decision
Management
Operational Decision
Management
Operational IntelligenceOperational Intelligence
Mobile Social Cloud Big Data
Retail
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Adoption is Incremental, Benefits can be Extraordinary
� Tamed incident management scenario in record time
� Implemented twenty processes across their supply chain in 24 months
� Increases customer & distributor satisfaction
� Company-wide adoption by business users
� > 200 simple processes built by business users in production within 18 months
� > 40,000 tasks assigned to users per month within first 6 months
� > 180,000 process instances created in first half of 2012, surpassing total for 2011
� Average 3000 users per day
Europe
� Cut “engineering” time of designers on car systems by 20% in one year
� 60+ BPM Developers across 3 continents
� Multiple processes automated across purchasing, & product development
� Process discovery, process automation and integration, and decision management are all building blocks across the enterprise
� System handles 30,000 rules and 500 transaction types for 4,000 institutions
� 3x faster time-to-market
� 25% cost reduction to maintain business logic
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Business Outcomes Business Outcomes
AchievedAchieved
Here are several recent examples of BPM/BMRS deployments delivering Smarter, more agile processes @ IBM
Mid-Market Deal Registration – Deliver PTI improvement by reducing deal registration cycle time with rules-based work-flow automation.
Supply Chain Alerts – Over $2M annual savings for timely notifications when supply chain disruptions occur.
Cross-brand Pricing Estimator – Reduce pricing proposal implementation from 14 to 1-4 days and deployment to new countries in days versus weeks.
GTS Cloud Sales Enablement – Integrated work-flow, rules and monitoring to reduce partner “register to welcome kit” cycle-time from days to hours.
GMU Geography Location Code Assignment - Enabled GMU reps to update rules (direct) for geography location code assignments, reducing cycle
time from several weeks to just a week for more than 50 countries.
Maintenance Technical Services – Increased IBM Client satisfaction through proactive notification of exposures in clients’ IT inventory by applying rules
derived via analytics
Infrastructure Optimization – Reduced cycle time by 75% to complete the analysis required to migrate from Physical servers to Virtual servers
Business Agility Enablement Cloud - Application teams rapidly acquire shared instances of BPM and Decision Management software in minutes to
implement solutions that achieve business agility.
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4 Key Capabilities
Process
Automation
& Integration
Business DiscoveryUnderstanding & Compliance
Business DiscoveryUnderstanding & Compliance
Business Visibility, Monitoring & MeasurementBusiness Visibility, Monitoring & Measurement
Decision Management
Business Events
& Rules
Industry Expertise and Solutions
Typical Entry Points demanded by clients to achieve Process Innovation
Analytics Enterprise Content
Management
Master Data
ManagementIntegration
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4Weeks
KPMG is providing its clients with business benefit in as little as two weeks, helping them remediate bad books of business
Captured critical tax&audit knowledge, applying ad-hoc business patternsand creating a new line of business
Business process management yields significant benefits
3000Average users
per day
3000Average users
per day
Banco Espirito Santo has 200 simple processes in production with80,000 process instances in 6 months
3000 average users per day running on the processes
300%ROI
Horizon Blue Cross Blue Shield generated an average of 300% ROI on each internal process improvement project
Reduced processing time for claims by 20-30 minutes each
$30Million in
savings in six months
Caterpillar generated $30M automating workflow and decision making in the warranty claim process
Visibility, compliance, and adaptability to new international markets
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130 milliseconds
per transaction
MasterCard processes each payment transaction within 130 milliseconds per request
43,000 transactions per minute; Responds to fraud threats within hours
Operational decision management yields significant benefits
96%straight-through
processing
96%straight-through
processing
Swiss Customs achieves 96.5% straight-through processing to validate electronic customs declarations
200,000 declarations daily; Over 700 business rules
8000transactions per second
Visa Europe handles up to 8000 credit card payment authorizations per second across Europe
60 rule changes in 13 months; Over 30,000 business rules
300%improvement
WorkSafe Victoria sees 300% improvement in payment times to workers compensation treatment providers
85% straight-through processing; Over 2,000 complex rules
IBM & customer confidential
Costs, risks and implied value of Warranty Management in the Automotive Industry
Claims paid(US Automotive Industry)
Reserves held(US Automotive Industry)
Warranty Costs are an important cost factorfor the automotive industry. US statistics show (2011)efforts of > 9 bil. USD on the OEM and 1,6 bil. USDon the supplier side. For these costs companies needto hold high reserves.
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t
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Settle
Manual AssessmentY
N N
Y
� Decision logic embedded in procedural progamming logic; database/stored procedures; domain experts
� Limited straight-through processing
� Lack of consistency, granularity and specialization
� Claims leakage/fraud
Less Automated, Less Precise/Flexible
78%
Warranty Claims Processing - Before
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Situation• High touch claims process
– 1.7M claims per year, $1B payouts
– 22% of all claims (in $) are automatically evaluated & settled
• Only 8% for claims above $2500, yet representing 40% of total payouts
• Inconsistencies– Claims processed & settled by people executing corporate policies and
exercising their judgment
– Lack of auditability
• Inability to change & adapt– No clear view of policies in effect at any specific period of time.
– Difficult to understand and change business policies, thus limiting the business tactics and strategy
– Lacking ability to quickly adjust and adapt to the changing business environment
– No trend analysis or easy tie-back to product management, engineering, production
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Approach
Incremental refinement of existing guidelines
• Create new guidelines to automatically settle 100% of claims lower than $800. (38% of the total warranty claims transaction)
• Refine existing guidelines for the current automatic processed claims:more consistency & minimized claims payouts to the extent possible(38% of the total warranty claims transaction)
Expansion of automated settlement with new guidelines
• New guidelines (greater complexity) for higher value claims, which account for 65% of the total claims dollars paid out(24% of the total current warranty claims transaction)
• Decision logic to engage an expert when a creative human decision is required
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Assess Eligibility
www
Call Center
Reseller
Eligible?
AssessPaymen
t
Eligible?
Notify
Settle
Manual AssessmentY
N N
Y
Assess Eligibility
www
Call Center
Reseller
Eligible?
AssessPaymen
t
Eligible?
Notify
Settle
Manual AssessmentY
N N
Y
� Decision logic embedded in the process model or code
� Limited straight-through processing
� Lack of personalization and specialization
� Decision logic externalized
� Highly automated
� Context-specific consistent and granular throughout
Less Automated, Less Precise/Flexible
More Automated, More Precise/Flexible
78%
0-18%
Warranty Claims Processing - After
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Streamlining Compliance Processes
If the warranty claim is for 400 horsepower turbo diesel
and the mileage is less than 150k milesand failure codes d and e apply
Then approve warranty claim
If mileage is less than 150k miles and failure code a,
b, and c apply Then manually review warranty claim
Examples:
Copyright © 2008 by ILOG, Inc. - All Rights Reserved
These Decisioning Elements
Or Decision Intensive Applications
are Business Rules rich
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Install base of over 5,000+ active implemented customers and 800+ business partners
Install base of over 5,000+ active implemented customers and 800+ business partners
Leader in Gartner’s Magic Quadrant for Intelligent Business Process Management Suites and leader in the Forrester Wavesfor BPM Suites and Dynamic Case Management
Leader in Gartner’s Magic Quadrant for Intelligent Business Process Management Suites and leader in the Forrester Wavesfor BPM Suites and Dynamic Case Management
#1 market share in Business Process Management (BPM) and Business Rule Management Systems (BRMS) according to Gartner and IDC
#1 market share in Business Process Management (BPM) and Business Rule Management Systems (BRMS) according to Gartner and IDC
Global Business Services and ISSW established the Smarter Process Center of Competency (CoC) to provide deep expertise and create repeatable Smarter Process assets
Global Business Services and ISSW established the Smarter Process Center of Competency (CoC) to provide deep expertise and create repeatable Smarter Process assets
Why IBM for Smarter Process?
20
Merci
Grazie
Gracias
ObrigadoDanke
Japanese
French
Russian
German
Italian
Spanish
Brazilian Portuguese
Arabic
Traditional Chinese
Simplified Chinese
Thai
Korean
21 21
Streamlining Compliance Processes
If the warranty claim is for 400 horsepower turbo diesel
and the mileage is less than 150k milesand failure codes d and e apply
Then approve warranty claim
If mileage is less than 150k miles and failure code a,
b, and c apply Then manually review warranty claim
Examples:
Copyright © 2008 by ILOG, Inc. - All Rights Reserved
These Decisioning Elements
Or Decision Intensive Applications
are Business Rules rich
22
Adoption can be done incrementally
Project …….. to Program ….... to Transformation
Think Big. Start small. Grow Fast.Think Big. Start small. Grow Fast.
Build Project-Based Credibility1
Establish a Program2
Transform Across and Beyond the Enterprise3
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Install base of over 5,000+ active implemented customers and 800+ business partners
Install base of over 5,000+ active implemented customers and 800+ business partners
Leader in Gartner’s Magic Quadrant for Intelligent Business Process Management Suites and leader in the Forrester Wavesfor BPM Suites and Dynamic Case Management
Leader in Gartner’s Magic Quadrant for Intelligent Business Process Management Suites and leader in the Forrester Wavesfor BPM Suites and Dynamic Case Management
#1 market share in Business Process Management (BPM) and Business Rule Management Systems (BRMS) according to Gartner and IDC
#1 market share in Business Process Management (BPM) and Business Rule Management Systems (BRMS) according to Gartner and IDC
Global Business Services and ISSW established the Smarter Process Center of Competency (CoC) to provide deep expertise and create repeatable Smarter Process assets
Global Business Services and ISSW established the Smarter Process Center of Competency (CoC) to provide deep expertise and create repeatable Smarter Process assets
Why IBM for Smarter Process?
24
Merci
Grazie
Gracias
ObrigadoDanke
Japanese
French
Russian
German
Italian
Spanish
Brazilian Portuguese
Arabic
Traditional Chinese
Simplified Chinese
Thai
Korean