Imprenditorialità: Gestione Alleanze Imprese Business Digitale Enrico Paolo Bussolati
The content discusses the management of alliances among companies for digital business, featuring insights from Enrico Paolo Bussolati, Alliance Manager at Computer Gross Italia. It includes experiences in the IT industry, observations on the state of IT in Italy, alliance management roles, various IT ecosystem operators, business models, and effects of digital transformation on a CIO's job role. The document also highlights skill sets required for digital transformation, examples of ecosystem models in telecommunications and value-added distribution, and examines the digital market scenario in Italy from 2016-2017.
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Imprenditorialit: la gestione delle alleanze tra le imprese per il business digitale Enrico Paolo Bussolati Alliance Manager Computer Gross Italia e.bussolati@computergross.it ALDAI Milano 1 marzo 2018
AGENDA 1. Condivisione di una esperienza professionale di AM nella Industria dell IT 2. Alcuni numeri ed osservazioni sullo stato dell IT in Italia 3. LEGENDA 4. Descrizione del mio attuale Job Role di ALLIANCE MANAGER (AM) 5. Operatori dell Ecosistema IT e diversi modelli di business 6. Modelli di Canale: dai Prodotti, al Cloud, ai Progetti di DT (Digital Transf.) 7. Esempio di Modello di Ecosistema di un TELCO internazionale 8. Esempio di Modello di Ecosistema di un VAD 9. Esempio degli effetti della DT sul Job Role CIO di un cliente 10.Skill & Competenze richiesti dalla DT - Opportunit 11.BACK-UP: Altri Esempi di Ecosistemi
2016-2017 Digital Market Picture in Italy (B) REPORT ASSINFORM 2016 2017 % IT Traditional segmentation: positive Y/Y revenue trend but reducted margins (Hw) accounts CIO is still the main counterpart of a VAR IT linear channel (infrastructure projects) IT 34,0 35,1 + 3,2% Dispositivi e sistemi 17,2 17,5 + 1,7% Software 6,2 6,6 + 5,7% IT Services 10,6 11,0 + 3,4% Telco 22,3 22,2 - 0,5% Cont.Pubbl. Digitali 9,6 10,2 + 2,3% O/W new technologies supporting DT(Sw & Svcs) are growing fast (+ xx%) CxO became the counterpart of a Consultants- SI IT Channel (business transformation) o/w IT INNOVATIVE PRODUCTS SERVICES ??? ??? Mobile 3 + 20 % IoT 2,2 + 17 % Cloud 2 + 22 % IT Innovative Solutions offer, related to: Digital E2E approach, new competencies, variable Partners Ecosystem -->, alliances game Cybersecurity 1,4 + 12 % BigData 0,7 + 24 % Cognitive .. .
LEGENDA ICT INNOVATIVE AREAS DIGITAL TRANSFORMATION (DT) PRODUCTS / CLOUD Analytics BigData Cognitive Cloud IoT Cybersecurity Mobile . DT = ridisegnare e migliorare i processi che governano il business (all industries) combinazione di soluzioni tecnologiche innovative (Sw, Cloud, Mobile ): automazione, informatizzazione, dematerializzazione, virtualizzazione ----> PERVASIVE Pu diventare: Digital Disruption ON-PREMISE (hw,sw) PUBLIC Cloud (services) PRIVATE Cloud HYBRID Cloud IaaS, PaaS, SaaS, XaaS, Pay per use, on-demand Standard ICT OPERATORS (Ecosystem) MANAGER ROLES PARTNER INCENTIVES VENDOR (produttore) VAD (Value Added Distributor) VAR (Value Added Reseller), SI (System Integrator) Consultant MSP (Managed Service Provider) CP, CB (Cloud Provider, Broker) ISV (Indipendent Sw Vendor) CEO (Chief Executive Officer) CFO (Chief Financial Officer) CPO (Chief Procurement Officer) CIO (Chief Information Officer) ChrO (Chief H.R.Officer) CxO, LOB (Line Of Business) BDM-AM (Business Development Mng) CDO (Chief Digital Officer) RTM (Route To Market) DIRECT/INDIRECT CHANNEL INCENTIVES Margins/Rebates Influencing Fee Mktg Fund, Co-Marketing Risk Sharing Model
Alliance Manager Bus. Dev. Manager ROLE MISSION 1. TOP MANAGEMENT AMBASSADOR - TRUST 2. SELL COMPANY VALUE and VALUE PROPOSITIONS vs OPPORTUNISTIC, LONG-TERM STRUCTURED ACTIONS 3. VARIABLE JOB-ROLE DESCRIPTION RELATED TO THE COMPANY OBJECTIVE, NEEDS (not pure SALES) 4. OVERLAPPING WITH OTHER CxO BY DESIGN; NO INTERNAL COMPETITION with BAU OPS. 5. COMPETENCIES (SALES, MARKETING, CHANNEL .) 6. ANTICIPATE TRENDS - EVANGELIST 7. UNDERSTAND MARKET AND COMPANY POSITIONING vs DIGITAL DISRUPTION OPPORTUNITIES 8. COLLOCATE COMPANY IN THE RIGHT ECOSYSTEM 9. ENGAGE PARTNERs TOP MNGMT 10. WIN-WIN SCENARIES & PLANS 11. TRANSFER VALUE SKILL & COMPETENCIES 12. DEMONSTRATE VALUE TO STAKEHOLDERS CDM SALES COMPANY FUNCTIONS TOP CHANNEL BDM MANAGEMENT MARKETING CMO
IT Operators Ecosystem IT VENDORS (produttori)
From Linear Pipeline to Variable Ecosystem RTM DIGITAL TRANSFORMATION / PROJECTS DIGITAL & BUSINESS TRANSFORMATION DRIVEs IT HYBRID CLOUD SaaS - Virtualization CONSULTANTS SI: growing role CxO (LOB) New Client Target E2E became a MUST Variable Ecosystem Model
TELCO ECOSYSTEM EXAMPLE ECOSYSTEMS Agreement with several Operators: 1. VODAFONE: TELCO services plus 2. DELL-EMC-VMWARE: hw-sw technologies 3. ATOS: managed services, business solutions 4. MS AZUR & GOOGLE: CB Cloud Services Windows Azur Google CLOUD GOOGLE APPs CLOUD MS AZUR Office 365 CLOUD CLOUD CLOUD BROKER IPERCLOUD PORTFOLIO VODAFONE ATOS Virtual machine Preconfig Virtual M. Virtual DC Virtual Resources Private Cloud Dedicated Comp.res Hosting Collocation INFRASTRUCTURE Dedicated Infra Space power cooling BUS.SOLUTIONS MANAGEMENT Virtualization STACK VMWARE STORAGE DELL-EMC SERVER IPERCLOUD ABILITATES THE DIGITAL TRANSFORMATION TELCO: NETWORKING, MSP-CP: COLLOCATION, HOSTING, ..ANALYTIC SERVICES CB: MS OFFICE 365, GOOGLE APPs CLIENTS 8
CUSTOMER CIO disintermedation by disruption Example phase II: integration / security The CIO usual IT operators chain (VAR ): under disintermediaton too A new IT ecosystem was born CIO TRADITIONAL ROLE CIO must manage a complex on-premise enviroment: 7x7 24H Service/SLA Old & New patchwork of: hardware, sw, middleware, applications Pressure on IT costs, internal IT understaffed Recurrent discussion with CxO LOBs because bottlenecks on new requests CIO often try to protect existing resources and fidelized IT channel (VAR) CIO DEFENSIVE APPROACH . request is complex and delicate, could create conflicts into IT I have to maintain a balance between existing stackholders I have to decide and manage IT priorities vs LOB requests CxO DT DISRUPTION Engagement by SI-Consultant on LOBs: new DT projects starting in parallel Business BCs based on new technologies and Cloud Svcs, Risk Sharing, . CIO often non involved at the beginning but only when needed integration RESULT CIO bypassed by LOBs on strategic DT (business) projects Must manage under the operative point of view the most critical
DIGITAL + CLOUD EFFECTS ON ROLES-COMPETENCIES EXISTING ROLES DIGITAL (DT) REQUIRES NEW ROLES CEO CFO CPO CIO ChrO CxO, LOB BDM-AM Company Existing Skills Map Digital Skill Growth Plans New Skills (hiring) New company orga and Roles Company acquisitions New Digital Group Comp. Ecosystem partnership Start Up incubators New Tech.SOLUTIONs .. CDO eCRM-Profiling Manager Change Manager Agile Coach EXOGENEOUS FACTORS Tecnologies & skills: fast obsolescence : learning speed of new technological cycles (months) Soft Skills - Metacompetences (adaptation to evolutionary dynamics) flexible management capability of ecosystems (company mngmt, peers, reportees, partners) has the same importance of the technical role background. Difficulties for existing CxO to re-discuss thair role while in the company (under disruption effects); assuming that the company's strategy allows it and is not 'substitutive (new roles) Often the rediscussion of one's own competences is easier in a transition regime; no longer the burden of precedence, roles, image in the operative positions that were occupied
Competencies DT COMPETENCIES: ALL CxO: METACOMPETENCIES, AGILE WORKGROUP, MULTIDISCIPLINARY, EXTENDED MATRIX NAVIGATION, ECOSYSTEM CONCEPT COMPRENSION, IT HYBRID SCENARIO COMPRENSION ROLES KEY CHANGES IMPLICATIONS Must understand DT potential Avoid Industry disruptions Investigate with the direct report the more disruptive digital solutions of the Industry: BOARD item CEO From MANAGE IT, to support Business Transformation industry competencies Cross Function Workgroup Passive behaviour (manage) = marginalitional; Active means to be a peer of the other CxO and cooperate in examinate DT disruptive technologies Integration and security in Hybrid environments CIO From linear purchases to liquid interaction Cross Function Workgroup instead workflow From products, tech.services TO hybrid alternatives From buy TO on-demand options, cross-functions & companies win-win agreements AGILE: reiteration, velocity vs burocracy PROCUREMENT From Functional skill to DT potential comprension DT comprension, by industry, by function, impact on the role and address opportunity using technology CxO From Channel Programs to create Partners Ecosystems Understand market, company objectives, chain pieces needed for an E2E puzzle, ecosystem creation BDM - ALLIANCE - CHANNEL
Digital Opportunity Disruption INTEGRATION INCUBATORS SKILL GROWTH RISK SHARING CIO DIGITAL ENABLEMENT BIMODAL EXPERIENCE CLOUD WORKGROUP LOB-CxO DIGITAL AGILE STANDARD VIRTUALIZATION TRANSITION MANAGEMENT SPINNERET
A Practical Guide Part I - e.bussolati@computergross.it
