IT Economics: Managed Services Business Model

Transkript

1 IBM BusinessConnect IT Economics: Managed Services Business Model Burçak Soydan GTS Türkiye Ülke Müdürü 2016 IBM Corporation 1

2 Whenever an individual or a business decides that success has been attained, progress stops - Thomas J Watson 2

3 IBM Global Services Türkiye 77 Yıldır Türkiye de Yerleşik 190 IT Yönetilen Hizmetler müşterisi 3200m2 Veri merkezi alanı Sunucu Yönetimi 700+ Teknik Uzman Bakım verilen cihaz Hizmet verilen son kullanıcı 15m+ Yıllık karşılanan çağrı adedi #1 IT Hizmet Pazar Lideri* 52 Şehirde yerleşik hizmet ekibi 100+ Altyapı alanındaki üreticiler ile global ve lokal iş ortaklığı Network ve Güvenlik cihazı yönetimi ISO BT Hizmet Yönetim ISO Bilgi Güvenliği ISO İş Sürekliliği PCI-DSS ISO 9001 Kalite ISAE 3402 (BDDK Uyumluluğu) GİB E-fatura, E-arşiv Özel Entegratörü GİB ÖKC-TSM Dışkaynak Hizmet Merkezi * IDC 2016 Araştırma Verisi 3

4 IBM Global Services Türkiye Yönetilen Hizmetler Transformasyonu Segment Konsantrasyonu Fiyat Rekabeti Marka Algısı Yerel Dinamikler Ekosistem Satış Ekibi Transformasyonu İş Modeli Transformasyonu Maliyet Optimizasyonu Satış öncesine yatırım Hizmet Yönetim Ekibi Transformasyonu Global + Lokal Denge IBM dışı sağlayıcılar ile global ve lokal ortaklıklar 4 90 Müşteri 190 Müşteri 15-20% Toplam Sahip Olma Maliyet Avantajı %6 Müşteri Memnuniyet Artışı (IBM Anketleri)

5 Over decades IBM has witnessed and accompanied big changes in Enterprise IT paradigms IBM has helped clients through generations of change in the infrastructure services market and will continue to lead the industryat a new inflection point Value creation Wave 1 Early 1990s Early 2000s Wave 2 Early 2000s Wave 3 Early 2010s outthink Time ü Balance sheet and technical know-how New business model Resource, labor intensive Sole source, full scope Few service providers ü Global resources and process excellence Global centers Supply chain optimization Price compression Multi-sourcing Many new service providers Labor-based service model ücognitive, IP, cloud-based platforms, automation, and outcomes Cloud computing Autonomics and cognitive Service automation Analytics and mobile IP-based service model, workload orientation Shift to hybrid services 5

6 What is a Virtual Engineer? Virtual Engineers (VEs) are a key aspect of IBM Dynamic Automation Unique Characteristics of Virtual Engineers Automatic Have ability to control their operations Adaptive Have ability to change in flight based on environmental conditions Aware They proactively monitor the environment and the current state Interactive They interact like human engineers with humans and systems VEs are more efficient than humans they never get tired; they never need breaks; and they work 24 hours a day! VEs make fewer mistakes than humans: Human error rate ~10% Automated error rate is statistically ~0% Slide 14 VEs Free up critical resources i Human engineers average two hours to complete a standard moderately complex procedure (based on avg of > 1M tickets) ii VE perform the same tasks a fraction of the time, reducing downtime iii Human time is recovered, reinvested Virtual Engineers (VEs) help us be more efficient with IT Delivery IPsoft statistics 6

7 Eight reasons for implementing Workplace Support Services with Watson 1 Delivers superior end 2 End user profiles identified to user experience enable personal support 3 Global Analytics and multi-channel cognitive support capabilities infrastructure 4 5 Live person 6 Self-service 7 Automated chat and remote takeover support portal password reset 8 Knowledge Management 7

8 2017 de BT Bütçenizin daha fazlasını inovasyon ve gelir arttırıcı aktivitelere yönlendirmeniz için buradayız TEŞEKKÜRLER 8