Infosys’ blog on industry solutions, trends, business process transformation and global implementation in Oracle.

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May 31, 2017

CX Transformation --- How OBJECTIVE are your Business objectives?

 

It is not surprising when we see many CX transformations fails to live up to the business case. There are different schools of thoughts on "When" and "Where" things went wrong in the transformation journey (yes - it is not a destination but the journey). Every step counts and even one step in wrong direction can lead to failure.  

I personally feel defining OBJECTIVE business objectives is where better ground work by the organization itself is more critical. Every enterprise wants

 

To me - highest weightage for CX transformation success has to be given to putting quantifiable and realistic OBJECTIVES than just throwing in some subjective statements. This is where Infosys expertize helps customers in defining quantifiable objectives

  1. Superior performance à collate performance output from existing platform, have performance benchmarks of vanilla instance using click stream of identified CX application, add percentage points for non-negotiable customizations and conclude on Performance numbers (in seconds) for each click stream. This would help in setting realistic and quantifiable performance numbers

  2. Reduced customization à be prudent in pushing back on fancy use cases which were developed to please a specific target audience. Freeze on the use cases and set a percentage of customization that will be the threshold. E.g. 10% on Lead, 15% on Opportunity, 7% on Account etc.

 

Other 4 business objectives would be covered in Part 2 of the blog

 

Key to success lies in being OBJECTIVE when defining your Transformation business objectives. Subjectivity in Business Objectives is counter-productive

May 30, 2017

Is it Time Yet for Moving Away from Siebel

What should be the roadmap to enable my CRM on the cloud? This is an oft posed question by most of the clients with a Siebel on premise implementation. Every business wants to put across a cloud roadmap since that is the future. But is it really time to do away with Siebel? What happens to the time, money and effort that has gone into making the Siebel CRM a robust and feature rich solution as required by the business? Is it easy to lift and shift all of that to the cloud? Can't we better leverage our investments in Siebel instead?

 

Let us look at how an Open UI based implementation can transform the traditional Siebel user experience to a sustainable model which can continue earning revenue for business.

 

Traditional Siebel Implementation

Siebel is a rich and comprehensive CRM which can serve as a one stop solution for multiple business problems. It has provision for having 360 degree customer view as well as strong solutions in GTM, T2R and L2C area.  Siebel has out of the box campaign management solutions for go to market strategy, service request, complaints and activity management for trouble to resolve and a very strong order management journey supporting complex product and pricing model for order to cash. Siebel also provides and supports integration with multiple components of billing, provisioning etc to have the end to end solution for a business use case achieved in a single application.

Now Siebel did have some limitation in the earlier version of being, not so intuitive and restricted to internet explorer as a browser.

Such limitations were not viable for mid-size business where they looked for more nimble footed product where the cloud products score. They are light weight applications with lesser maintenance, quick roll out capability and offers specific services as per need.

 

For clients with large Siebel implementation, any sort of cloud migration is easier said than done. Instead, they can look at the latest Siebel Open UI roll outs and the roadmap proposed and see if they are being used correctly and effectively by the business.

Most of the clients with Siebel on premise implementation has either migrated to Siebel Open UI or has plans to do so, not just because of the features and roadmap of Oracle but more so because of the roadblock posed with high interactivity client in terms of future support. Once the upgrade to Open UI happens, it definitely offers some of the out of the box capability seamlessly. Browser and device independence, responsive web design, look and feel and theme that has changed definitely add value to the client. But if we really need to utilize Siebel Open UI and build solution to add revenue to business, what comes OOTB is only a small percentage of what it can actually offer.

By adding a new user interface layer in Open UI architecture, Oracle has opened up a plethora of opportunities with which one can redesign or remodel the business use case and save millions with the new approach. Aided with css, html, jquery and javascript technology, Oracle has opened up the web world for Siebel users. Not only can we build innovative solutions with this new layer but also utilize the number of widgets and code base available as open source in the web world.

 

 

 

Implementation using Siebel Open UI

Traditional approach of understanding business requirement and implementing the solution in Siebel will not produce the required results when we use the same approach for Siebel Open UI based solution. A renewed approach need to be used for implementing solutions based on Siebel Open UI.

Understanding Key Business Use Case

                Understanding the pain points experienced by the user is very critical in designing an Open UI based solution. It's very easy to get carried away to beautify and remodel the entire application rather than looking at specific use cases. Some of the questions which can be raised to check the relevance of the use case is as below.

·         Is this used by majority of the users?

·         Is there a good revenue flow using this use case?

·         Is the average handling time high?

·         Is the customer NPS low?

If the answer to all these are 'Yes' then the use case is definitely one worth redesigning based on Open UI.

Gather Information

Once the use case is identified, the next step would be to gather as much information of the use case as possible. Here I'm not talking about the traditional requirement gathering part. But rather understand from the actual users on how the application is being used.

·         Where are users taking most time while talking to customer?

·         Are users having all the right information presented intuitively?

·         Is the user confused on where and what information to capture?

·         Are there a lot of unwanted clicks involved?

Once these information is gathered we can proceed to evaluating options to re-implement using Siebel Open UI.

Evaluate possibilities

With the information gathered and with the knowledge of what Open UI can deliver, relook and evaluate various implementation possibilities.

Wireframe, compare and evaluate the various possibilities by listing down pros and cons. Check if there are additional information, validations or integration touch points to be introduced to enhance the use case. Use Siebel Open UI based approach to design a user intuitive use case which brings and captures relevant information at the right time to the user so as to reduce the agent handling time and improve customer experience.

 

 

Build Solution

Open UI can do away with the traditional screens and views and bring in a total web based flavor of the use case. Some of the aspects which can be looked at while building the solution are as below.

·         Build an uncluttered UI which presents relevant information at the right time.

·         Highlight important information as required.

·         Show progress bar which displays the various stages of use case being built.

·         Categorize the use case into stages and put each stage in collapsible accordions which opens or displays information progressively as relevant.

·         Keep user informed with progress bar showing appropriate information when background processing is underway.

·         Use intuitive UI elements which makes capturing information easier. For eg. Text area which shows remaining characters left or revenue that can be captured by dragging a slider rather than typing in information or using a type ahead capability.

·         Build a validation framework which minimizes clicks and deals with correct information capture.

·         Keep users informed on what information is to be captured for each field or stage using various methods like iHelp or text on hover.

These are just few thoughts on how each use case can be relooked at. As I mentioned before Open UI has unlocked the door of a secret garden wherein innumerous widgets and code base is available in the internet for user consumption.

 

Conclusion

So essentially by re-implementing some of the use cases in Siebel using Open UI we can continue improving business much more than it was possible using the traditional Siebel. Moreover the road map of Siebel Open UI presents very interesting features ahead. Some of the interesting features to look forward to are

·         Siebel Composer which is leading to a non srf based implementation with zero down time for deployment.

·         Rest API based integration which allows Siebel services to be exposed and consumed very easily.

·         Usage Pattern Tracking -- captures end-users patterns of usage of applets and functions.

·         Genesys Chat Integration -- introduces an end-to-end chat solution made available with Gplus adapter integration with Genesys

In addition to that there are easy integration options available with most of the cloud products, in case certain use case needs to be implemented in Cloud to leverage cloud specific features.

So is there a burning need to do cloud migration for clients with large Siebel implementation? Well the article can speak for itself.

 

 

Influencing factors for successful integration of On premise and Cloud applications

As everyone understands, Integrations are always an important cog of any software ecosystem built by us without which the enterprise architecture won't be complete to exchange meaningful information. Integration requires massive distributed effort in an organization which needs to be centrally managed, tracked and controlled. Simply a complex equation, given that the individual components in reality when start exchanging interactions in an enterprise architecture are far more complex than the design specifications written initially topped up by the operational processes & people trained to use the integration. In this blog, we will take a look at Oracle Sales Cloud (OSC) to Siebel CRM application integration, complexities involved followed by how an understanding of three levels of Integration presented will help manage the complexities in a better way and reduce integration risks.

Product Integration

The first level of integration we are discussing in this blog, termed 'Artifact or Product Integration' refers to the tie of up components in any two chosen applications in an enterprise architecture. The main challenge every project team face is towards configuring right business rule definitions per established standards to build safe and secure bi-directional interactions between Cloud and On premise applications. In the use case undertaken, few standard practices to be adopted at this level include: exporting Siebel CRM records and imported in OSC and vice versa for respective business entities, switch on or off bi-directional sync of Account and Contact records, install Oracle Service Bus (OSB) to perform configurations on respective WebLogic domain, enabling SSL on the WebLogic server where OSB is deployed, enable SSL in interacting Siebel CRM environment, and configure Siebel CRM to communicate with Oracle Service Bus through SSL. The success factors towards product integration phase most commonly falls towards how well the standard guidelines given by product vendor is understood and executed leveraging OOTB frameworks such as ICS framework which is available as prebuilt solution for all cloud integrations, how the run time complexities are handled and finally on capabilities & competency of the technical team performing design and build per established standards.

Human Integration

Having completed the most fundamental part of tying up the individual system components of OSC and Siebel CRM physically, understanding of the associated challenges, the next set of complexities project team face is ensuring the human adaption towards the integrations built, the most commonly ignored aspect which either project team fails to cope up or undermines. With respect to our use case, the rate of success in this level of integration could land the project governing team on either side, be it welcoming the new capabilities of OSC followed by an easy adoption, promoting increased agility within sales users, optimized sales performance, stream lined channel sales execution reducing response time to partners or the other way towards establishing hesitancy or resistance in moving out of on premise Siebel landscape citing various constraints. Few success factors that helps reducing complexities in this level of integration include, hiring employees with right On premise and Cloud package skills and conducting technical training classes for new recruits to enhance the understanding and skills for existing crop of users, conduct change management and interpersonal culture training.

Operational Integration

Operational integration defines the phase of the project where system/application components along with the users are tied into the current sales organization's business and operational processes. In the use case considered, OSC will be put to operational use within the sales organization for Account and Opportunity management, who for a while were used to the on premise landscape for executing their sales business processes in the past. To help the project team reduce complexities at this level, accelerate adoption time and assure a smooth influx OSC culture into the current business and sales operational processes, communication and advance planning are the key ingredients to be injected into project team augmented by strong committed efforts from project senior leadership team and sponsors. To succeed typically project team focuses on the below change management guidelines for positive reinforcement, develop new reward systems, changes to performance appraisal guidelines, incentive schemes towards encouraging adoption of OSC-Siebel integration and providing continuous feedback to sales team about how well they are doing with OSC-Siebel integration.

On premise to Cloud integration projects is the toast of most companies to improve agility, reduce costs and experience faster deployments with customers focused to leverage the existing on premise investment and take advantage of the Cloud capabilities. There are numerous accelerators available to fasten the integration timeline and reduce implementation costs towards this depending on the product ecosystem. In addition, having the understanding of the above three levels of integration and deploying a core team having bottom line responsibility to govern, identify and mitigate major risks that come on the way towards ensuring success on all the above three levels will benefit the customer organization to not only grow top line but also to embrace the cloud technology walking into the future trend of architecture, Hybrid IT infrastructure successfully and majestically.

May 24, 2017

Some Critical Factors for success of HR

 

Human capital has always been the unique competitive advantage for the success of any 0rganization and innovation. It is critical in a competitive world to measure and improve the HR activities to align with the growth strategy of the organization. Companies  rely on the HR department to work on strategies that focus on recruitment, retention, development, productivity evaluation and enhancements, career progressions so that their workforce is aligned with the overall vision that accelerates their growth. A multi-level strategy needs to be developed that helps an HR organization to sell its capabilities internally and that helps to view HR from a cost center unit to a profit generating department. The coordination and synergy with different units is essential to the success of the strategic growth in today's highly competitive digital world.

Some Critical Factors for success of HR:

1) Employee Engagement

A recent research conducted by Gallop1 survey indicates that for more than five consecutive years the employee engagement has remained less than 33% and this needs a clear boost to ensure that the organization can fast forward towards its strategic goal.  The lack of focus by delivery managers or line managers on this soft skill to keep an employee engaged and the lack of push from HR organization in developing managers to focus on this key aspect creates a huge gap that needs to be bridged effectively. The below statistics from Gallop1 survey shows that on an average only less than one third of the population is actively engaged with the organization.

 

 

Employee engagement is the critical factor towards the strategic success of growth of any company and is often undermined by many organizations. To outperform competition, improve productivity and improve customer satisfaction, it is a must to have a high percentage of engaged employees - those who are involved in, motivated and committed to their work. HR organizations need to start to strategize on improving the level of engagement by its human capital to achieve its strategic growth and outperform the competition. This is critical in the digital transformation that the world is undergoing rapidly. This soft skill ranks the highest among the strategies to be focused by the organizations to ensure that they can achieve more out of their human capital.

 

2) Workforce Planning

 

27% of CEOs surveyed by Gartner2 have listed workforce to be the third important strategic priority after growth and customer and is linked with each other.

 

                Also workforce planning is not just the strategic goal of CEO, CHRO alone but as per the Insights from the 2016 Gartner CIO Agenda Report3  even the CIO concentrates on improving their talent planning. Delivery Platform, Talent Platform and Leadership Platform are the key focus areas for CIO to penetrate into achieving strategic success.

 

 

 

                The single biggest challenge standing in the way of CIO's achieving their objective is globally recognized as talent management. The skill gaps were something that CIOs have identified four years ago as the primary challenge and is still continuing to the be the biggest gap as per the Gartner report below.

 

 

The important transformation that all organizations focus to improve is to rotate staff from outside IT on related functions especially like HR consulting and HR operations that can be outsourced/crowd sourced.

 

 

3) Digital Transformation Initiatives

 

                The digital transformation space is ever emerging at a fast pace that any organization failing to meet the race is killed. As per Forbes 4 CIO transformation survey in Forbes CIO Summit 2016, the time spent on IT budget that stands next to Human capital expenditures will be spent more on digital transformation in the coming 5 years.




 


                The organizations have already identified the skill gaps in the emerging area and have clear strategies to build skills and competencies to meet the market demand. Also Gartner in "Predicts 2016: Digital Dexterity Drives Competitive Advantage in the Digital Workplace," 5 emphasizes the suggestion that the ability to promote digital dexterity in the workforce will be a critical source of competitive advantage, based on the simple notion that an engaged, digitally literate workforce capable of seizing technological advantage will drive better business outcomes. By 2020, the greatest source of competitive advantage for 30% of organizations will come from the workforce's ability to creatively exploit digital technologies.


 


4) Data Driven Analytics Initiatives


 


                Gartner6 in their IT score for BI and Analytics emphasizes that highly matured organizations focus primarily on business strategy driven BI and analytics data initiatives jointly run by business and IT organization, and supported and governed at the highest levels of the organization. Information is treated as the Organization's strategic asset thereby utilizing BI and analytics in revenue generation, operational efficiency and expertise in best-in-class customer service.


 


 


              


                To achieve this strategic goal, the right level of governance for various aspects of organization's BI and analytics initiative is put in place. However, it is critical to maintain a balance between control and freedom, ensuring a bimodal approach to BI. In general the principles are mandated by top management, however governance bodies are allowed to have freedom to make decisions about specific protocols or technologies to standardize on. In addition, it is necessary to establish formally an innovation lab for continued investigation of new and disruptive technologies and stay abreast with the leading tools. The HR organization strategy should be in line to achieve this organization goal and they need to revise the  workforce deployment and development goals to align with the growing market needs.


 


5) HR operations and logistics Initiatives


 


                From 1992, when Kaplan and Norton introduced the concept of "The balanced scorecard", organizations have derived their own HR score card that keeps operational excellence at its pinnacle to ensure success. The HR organizations need to identify their operational skill gaps and optimize efforts  through process innovations that reduce the process cycle time and ensure on time or before time delivery and improve the end user experience as well as better return on investment.


 


 



 


 


                 HR Organizations need to understand the line of business that the organization operates in and  need  to communicate on the business language rather than HR language that emphasizes on policies and policing on micro management of day to day tasks. The transformation is to get to the big leap of going up the value chain rather than being stagnant on the bottom level.  


 


References:


 


1) http://www.gallup.com/poll/180404/gallup-daily-employee-engagement.aspx


2)  http://www.gartner.com/newsroom/id/3287617


3) https://www.gartner.com/imagesrv/cio/pdf/cio_agenda_insights_2016.pdf


4) http://images.forbes.com/forbesinsights/StudyPDFs/Insights-CIOTransformationSurvey.pdf


5) Gartner: 100 Data and Analytics Predictions Through 2020 dt: 24 March 2016 | ID: G00301430 Analyst(s): Douglas Laney, Ankush Jain


6) Gartner: IT Score for BI and Analytics dt: 08 July 2016 | ID: G00304066


Analyst(s): Cindi Howson, Alan D. Duncan


 



May 23, 2017

Brief Facts and Myths of Planning and Budgeting cloud service (PBCS)

Facts

  1. Less expensive
    • Compared to the on premise Hyperion Planning system setup, cloud setup is much cheaper as there are very few costs involved.
    • Some of the costs that are not required for cloud service are as follows:
      • No hardware costs as the cloud system will be maintained by service provider (like servers, switches, DR environment etc.)
      • No software (OS & other tools) costs in order to manage the planning servers as the service provider will take care of the same
      • Obviously no maintenance costs for both hardware and software
      • No costs related to maintenance of any third-party tools for the setup
    • There is no cost involved to maintain personnel (like DBAs, System Admins etc.) to support databases, software etc.
  2. Minimal time to create
    • Comparatively, setting up of an application in PBCS is far less than the on premise setup
    • Once the PBCS is enabled and a blue print is designed, it is ready to be implemented right away and hence time-to-market is very less
    • Packaged functionality available out of the box and hence short time to implement
    • Very few errors as the functionality is mostly tested and packaged thereby reducing implementation timeline
  3. Automatic updates/upgrades
    • No upgrades to the Hyperion tools as the cloud releases take care of upgrades automatically
    • No patches to servers or operating systems as they are managed completely by the cloud service provider
    • All new functionality will be available without additional development efforts which will be an added value
    • A specific schedule for maintenance is followed as per the service provider and no additional down time is needed
  4. Hassle free maintenance
    • No additional maintenance is required as the cloud service provider will take care of all the maintenance work other than application maintenance.
    • No worries about compatibility issues unless the client side changes without proper testing


Myths

  1. Everything can be automated in cloud and hence no support is needed
    • It is popular myth that everything can be automated and therefore no support is required for PBCS. This is not true. First of all, Cloud service provider will not perform any activities related to application as that falls under customer's responsibility. Hence, there is application maintenance that has to be performed even in PBCS world
    • Some of the changes like description changes, member name changes, alternate hierarchy changes etc. which are quite common in business world have to be managed by application team
  2. Data is not secure in Cloud

    • This is also one of popular myth that is lying around. Although there are certain occasions where certain programs caused disruption in data, but in general the communication protocol used i.e., https is very safe and is not easily broken
    • Any sensitive data transfer can be transferred using secure FTP protocol along with SSH
    • A normal FTP can be used where data sensitivity is not critical
  3. It is always cheaper to setup planning application in Cloud
    • This myth is something that most people think but it is not always cheaper with cloud. For example, take a scenario where multiple planning applications are designed one for each department and then all the departmental data rolls up to Corporate Planning and Analysis. In this situation creating multiple applications i.e., more than three will not be a feasible solution using one instance of PBCS. If you use multiple instances then it might mean an expensive option
    • Similarly, in a case where there are certain business processes done outside of Hyperion planning and an interface has to be built between the two which may lead to expensive solution
  4. All functionality is available in Cloud
    • This is a myth where people think everything can be done using cloud version. But not all functionality that is available in on premise system is not available yet on cloud version. This myth may become fact once the cloud service catches up to on premise on the functionality



May 20, 2017

If the Terminator T-800 takes over ERP world

The other day I was watching Sundar Pichai's keynote during the I/O 2017, where he introduced Google Lens, an intelligent image computing product from Google. The first thought that came to my mind was Arnold Schwarzenegger from Terminator 2- Judgement Day, were the T-800, a cybernetic organism from the future looks at an object and the details of the object pops up in its vision. I imagine a day, when this technology gets more mature and the VR head gears become lighter and cooler perhaps like eye glasses, and we can all be like the T-800, where we look at people and their online profile pops up. Maybe it could tell me that the tall guy in front me in the queue is my 5th grade classmate...

Then I started thinking about what this could mean in the ERP world. We already see benefits of OCR in processing invoices with zero touch, etc. Some image processors are able to automatically process applications and detect photos where the applicant's eyes are closed or identify that the photo is not as per specification. But what Google is talking about is altogether at a different level, with machine learning capabilities. Having used some of the Google API's to generate QR code and to find geocode, I expect relatively easy to learn & use APIs from them, that would abstract the underlying complexities and return the most appropriate result for our request. My thoughts on few of its applications in the near future...

 

·         Inventory Counting - Cameras can be kept along the warehouse so all items are visible. We should be able to count each item and their location in a blink.

·         Login - May be this will give us a robust facial authentication mechanism to login!

·         Attendance - Place cameras at vantage points and the in-time and out-time of employees can automatically be recorded. I don't need to keep wiping my hands because it is wet and the biometric readers think I am an alien!

·         Field Service - Camera could watch the field service technician fixing let us say an electronic equipment and replacing a circuit board. The parts used can be re-ordered and debriefing recorded automatically.

·          Expense - System already has the field service technician's task and schedule. Let us say the technician is on a two-day visit to perform a planned preventive maintenance of a rig. On showing the lunch receipt to the mobile camera, it understands it is a food receipt, it picks the date in the receipt and understands it is within the visit's date range, gets the amount and records the expenses against the task.

·         Inspection - As part of inspection during material receiving, determine if the product meets the color specifications, if there are any scratches, cracks, defects etc. and automatically receive or reject material and record it in the application.

·         Enterprise asset preventive maintenance - Today we have sensors monitoring enterprise assets and raising preventive maintenance service requests. This can become better for e.g we can have photos taken of the asset at intervals and understand changes like color of a tube, bulging of the pump, rusting of the bend and raise preventive maintenance service requests.

 

Being an Ironman fan, I love the image processor part of Jarvis and the glasses Tony Stark wears in Iron Man 3 that does image computing and also projects images. I expect that in the next few years something similar will be so commonplace that not just Mr. Stark but all of us can experience it! 

May 7, 2017

Co- existence - A Step Towards Cloud Adoption

Nowadays, with all the buzz around the word 'CLOUD', enterprises are progressively looking at possibilities of cloud adoption which principally has become an acronym for key trends like - Digitization, Modernization and Automation. While for enterprises, looking for green field implementations, it is easier to look at cloud options, embrace them and bring forth the much needed change, the real challenge is with organizations with large scale investment into existing applications which are STILL working. So, in this blog, will provide some insight into one of the most commonly used 'co- existence' approach of embracing cloud.

To start with, let us first understand the driver for such a change, process followed and then why and how co- existence!

Why Change is needed - The conventional on premise applications like Siebel or EBS were a huge hit owing to their ability to provide full breadth of CRM features within one single platform along with major customization/ configuration capabilities that extended the base functionality even further to allow organizations to meet their specific business process needs.

But, with the explosion of SMART epoch, customer demands have changed manifolds to include

  1. Mobility everywhere
  2. Agility of channel
  3. Shorter Development cycles
  4. Cost effectiveness
  5. Focus on user experience
  6. Proactive services
  7. Focus on business processes rather than infrastructure

All of this being gaps in the on premise world necessitated a change in the technology and application development process.

Why Cloud - The 3 key reasons for the increasing inclination towards cloud are

Lower Cost

  1. These contemporary needs have been incorporated as out of the box (OOTB) capabilities into best of breed cloud applications thereby curtailing the need for extensive customizations in the  search for advanced capabilities.
  2. Cloud applications bring in easy to integrate solutions with whole array of packaged integrations or connectors which not only reduce the time to market but also lower the cost of building custom integrations from scratch. For example- Oracle Service Cloud comes with pre-built connectors with Oracle Siebel and EBS for Incident/ Case management updates.

Speed

  1. With most of the modern needs pre-built into the cloud applications along with easy-to-integrate solutions, the time to market is relatively LESSER.

Flexibility

  1. Customers get flexible licensing options to choose and get started on their cloud journey.

What are the Problems associated with movement to Cloud - Characteristically, for enterprises who are holding onto large on premise applications like EBS or Siebel or SAP, some imminent challenges in embracing a new platform would be

While the list of snags looks BIG, there are indeed approaches of starting with cloud adoption addressing each of the challenges stated above.

Ways to Resolve - People resist sudden changes but give in to phased or gradual changes. There lies our answer to address all the cited challenges in moving to CLOUD. Co- existence provides this initial gradual way of adopting cloud benefits before taking the big decision of complete transformation to cloud platform. While this could be an interim approach of cloud implementation for some enterprises with the vision of complete movement to cloud world, for some this could be an approach of adding the benefits of the cloud platform to the existing on premise landscape. To this, 2 suggested co- existence flavors are-

  • Augment - This approach encompasses complementing the existing on premise implementation with advanced OOTB functions of the cloud applications. With this approach, the existing processes housed within the legacy/ on- premise apps continue to hold good without any change. The intent of this phase is to bring in additional capabilities of the CX Cloud stack which are either gaps within the existing landscape or are much needed modernization needs.

Indicative Use Cases

In all these use cases, the existing capabilities of Siebel application is being enhanced further with OOTB advanced capabilities of the cloud applications thereby providing digitization and modernization flavors to the existing implementation.

  • Hybrid - This approach is about sharing of business processes between the existing on- premise and the cloud applications. The approach, as the name suggests is a hybrid model utilizing best of both the applications while keeping the backend processes of data migration/ data sync between the applications to minimal.

Indicative Use Cases

Either of the 2 suggested adoption approaches could be picked up either independently or as a sequential approach for cloud induction. The process augmentation or division between the legacy and cloud applications could be finalized during the Discovery/ Assessment phases to bring out the best ROI.

Benefits of Co- existence - The benefits of the co- existence approach are manifolds but only if the co- existence strategy is carefully chosen and implemented. Some of the immediate benefits of this approach are -

  1. Organizational Change Management which with this gradual or phased manner of adoption is smoother and easier compared to the big bang approach wherein OCM at times becomes a daunting task.
  2. Early Time to Market - With the augment approach, customers get an early taste of the cloud flavors enabling them to make the necessary decisions/ cost benefit analysis.

  3. Minimal Risk - The gradual cloud adoption strategy minimizes some of the conventional risks associated with the big bang approach of implementation.

  4. Advanced capabilities with minimal or no customization - With these augmentation or hybrid approaches customers can induct modern capabilities into the landscape  using the OOTB features of cloud applications thereby reducing the need for any customization for feature advancement.

Considerations before choosing Co- existence - Co- existence as the name says is a parallel presence of 2 different technologies serving similar functions for similar or common users. Hence the whole approach requires prudent consideration and planning to make it a success and be able to reap the indicated benefits. Few of the important considerations could be -

  1. Change Driver Analysis - Before looking at the movement from on- premise to cloud, analyze the change drivers. Unless the motive is to get the additional benefits provided by the cloud applications which need extensive customization within Siebel or EBS, the argument of moving to cloud simply because cloud is the word to go, becomes weak.  

  2. Selection of apt cloud adoption method - Perform a detailed assessment for overlapping functions, pain points, application roadmap etc.to identify whether the business needs a complete transformation or co- existence.

  3. Process Division @ Co- existence - A collaborative approach with business and IT stakeholders should be followed to arrive at the processes division between the systems. The process division should take into account the usability aspects of the personas minimizing the need for accessing multiple applications for achieving the E2E flow.

  4. Data exchange @ Co- existence - Proper approach should be followed for minimizing the effort for data migration, data sync between the 2 systems.

  5. End State Architecture - A technical roadmap should be worked out manifesting the sequence of adoption along with final end state architecture which could be complete migration to cloud depending on the customer requirements and maturity of the chosen cloud stack. 

  6. Data Security - A careful analysis of the data security aspects - data access, application level access, access sharing between the 2 co- existing applications, should be done.

On a summary note, while it looks to be a daunting task to move a decade old, working application to CLOUD, but with the co- existence approach of cloud adoption, not only the enterprises are able to get an early taste of the cloud platter but also are able to minimize the risks associated with the big bang lift shift implementation approach. Powered by co- existence approach, the BIG movement to the cloud world is possible!



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