In this presentation, Dr. Helge Hess from Software AG shares some exciting news about ARIS and its evolutions. Focusing on digitalization and its impact on all businesses, he stresses the importance of customer-centric operations as well as how digital business platform will strategically matter in the customer journey battle. What makes the difference today is your product & service experience and how you are delivering it to your customers: do things differently and do things better thanks to ARIS!
4. 4 |
DIGITALIZATION - THE AGE OF UNICORNS
191 “unicorns”
(startups valued at $1 billion or more)
The Digital Clock is ticking for
the „dinosaurs“ in many companies
• TELECOMMUNICATIONS
• TRANSPORTATION SERVICES
• HEALTHCARE
• LODGING SERVICES
• CONSUMER ELECTRONICS
• FOOD DELIVERY
• ALTERNATIVE ENERGY
• MEDIA & ENTERTAINMENT
• EDUCATION
https://techcrunch.com/unicorn-leaderboard/
Digitalization is the use of digital technologies to change a business model and provide new
revenue and value-producing opportunities; it is the process of moving to a digital business.
15. 18 |
Enterprise Risk and
Compliance System
Mitigate risk,
ensure compliance
ARIS with Apama
Enterprise
Performance System
Analyze and
optimize business
performance
ARIS with PPM
Business IT
Transformation System
Drive major
changes and
transformations
ARIS with Alfabet
Quality Management
System
Drive quality and
standardize way of
working
ARIS
ENTERPRISE MANAGEMENT SYSTEMS
16. 19 |
ENTERPRISE MANAGEMENT SYSTEMS
COMMUNICATE - COLLABORATE - COLLECT
QUICK ACCESS TO
RELEVANT CONTENT
SELF-SERVICE
CONFIGURATION
REFER AND SHARE
DOCUMENTS
EASY-TO-CONSUME
INFORMATION
COLLABORATE &
CONTRIBUTE
CONTINUOUS CHANGE
MANAGEMENT
USAGE AND SYSTEM
ADOPTION INFORMATION
Be able to change your
processes fast, and
implement them across
the organization.
Speed change and
improvement cycles
while ensuring that
processes and policies
actually benefitting your
people.
19. 22 |
GET MORE PEOPLE ENGAGED
Viewer
Office Staff
Contributing
Viewers
Office Staff
involved in process
design activities
Designer
Trained modelers
taking care of models
& structures
Architects
CoE members
setting standards &
frameworks
Automated layouting
CONTRIBUTION
TABLE-BASED MODELING
Simplify and speed up process designing and data maintenance
Design models and reduce amount of clicks by using automatic layouts
Design simultaneously table-based and method-conform models
9.8 SR6: Improved keyboard navigation (move objects / create new objects)
25. 29 |
DECISION MODEL AND NOTATION
• Decision Model and Notation 1.1 released by OMG
• ARIS 9.8 SR6 provides in combination with a specific test license key 2 new model types
PREVIEW AVAILABLE IN ARIS 9.8 SR6
The implementation in 9.8 SR6 is still a preview. Software AG does not guarantee any the data migration to a later release.
Decison requirements Diagram Decision table
27. 31 |
ARIS for SAP Solutions supports the complete
SAP project life cycle and all SAP project types
SAP®
Process Design
and Blueprinting
Training and
Go-Live of
SAP® Solutions
Testing of
SAP® Solutions
Rollout and
Run SAP®
Solutions
API Interface
to SAP®
Solution
Manager 7.2
Script-based
Migration from
SM71 to SM72
USE CASES OF ARIS IN SAP® SOLUTIONS
Integration with SAP SOLUTION MANAGER 7.2 WITH API
• Folder
• Scenario
• Process
• Process Steps
• Transactions
• End-user roles
• (Upload)
Documents
• Customer
attributes
Value chain diagrams,
Even-driven process chain,
BPMN 2.0
• Branches
• Master data
• Organiza-
tional units
• SAP system
landscape
Bi-directional
Uni-directional
ZocDoc | Each month, millions of patients use ZocDoc to find in-network neighborhood doctors, instantly book appointments online, see what other real patients have to say, get reminders for upcoming appointments and preventive check-ups, fill out their paperwork online, and more.
Oscar | Oscar insures people who don’t get insurance from their job or through Medicaid and Medicare. We currently offer plans in parts of New York, New Jersey, California, and Texas and are continuing to expand. Our members come from all walks of life—young, old, healthy, or sick—and receive great care and earn rewards for staying active.
Intarcia Therapeutics | Intarcia Therapeutics, Inc. is a biopharmaceutical company developing novel therapies to enhance treatment outcomes by optimizing and improving the efficacy, continuous administration for better adherence rates over time, and improved tolerability of drug therapies.
Stemcentrx | Our mission is to develop therapies that cure and significantly improve survival for cancer patients. We are pioneering new approaches to eliminate cancer stem cells, which initiate and perpetuate tumors. Stemcentrx has five investigational drugs in human clinical trials.
NantHealth | NantHealth, a member of the NantWorks ecosystem of companies, is a transformational healthcare IT company converging science and technology through a single integrated clinical platform, to provide actionable health information at the point of care, in the time of need, anywhere, anytime. The company’s technology empowers physicians, patients, payers and researchers to transcend genomics into the world of proteomics and the traditional barriers of today’s healthcare system.
Moderna Therapeutics | Moderna is pioneering messenger RNA Therapeutics™, an entirely new in vivo drug technology that produces human proteins, antibodies and entirely novel protein constructs inside patient cells, which are in turn secreted or active intracellularly. This breakthrough platform addresses currently undruggable targets and offers a superior alternative to existing drug modalities for a wide range of disease conditions.
Theranos | Theranos’ clinical laboratory offers comprehensive laboratory tests from samples as small as a few drops of blood at unprecedented low prices.
Proteus Digital Health | Proteus Discover is a Medicines as a Service offering that includes drugs that communicate when they’ve been taken, wearable sensors that capture physiologic response, applications that support patient activation, physician decision making, and data analytics to serve the needs of health systems.
Entscheidung während des Essens was und wieviel ich essen möchte
Blockbuster followed a physical landlord business model. Renting VHS tapes on a daily or weekly basis is a perfect example of the landlord business model. Blockbuster was owning a large number of physical assets and was profiting by charging customers for the temporary use of the asset.
This business model continued to be successful as the market evolved beyond VHS tapes into DVDs. Blockbuster seemed to be in a very good position in the marketplace, and appeared to adapt well to changes in technology and consumer tastes like incorporating video game rentals.
That is, until Netflix began poking holes in the traditional video rental business model and exposing its weaknesses.
While, at its peak, Blockbuster had stores in every major town across the country, making the video rental process reasonably convenient. But the company could not compete with the convenience of the mailbox.
The convenience factor is a fairly common concern with the landlord business model, for example with car rentals where the customer is responsible for picking up and dropping off at designated locations. The sheer number of stores that Blockbuster had to maintain in order to provide convenience created considerable infrastructure costs. Costs with which a startup like Netflix would not have to contend with.
Netflix was also able to identify hidden opportunities that were a result of evolving digital technology. To begin with, in the transition from VHS to DVD videos, there was a new opportunity to send movies via the postal service at much lower cost. The cost of mailing and returning a large VHS tape simply wouldn't have made the Netflix business as profitable. Flatter discs that would fit in with other envelopes made the transition to mail order rentals much simpler.
Netflix was one of the first companies to successfully develop an online recommendations engine that helped customers find new movies and TV shows based on others that they had rated in the past. While much more common today, Netflix's recommendation engine was extremely innovative when it was first developed. Along with this, the company created the concept of the movie queue, allowing customers to build a wish list of movies that they would like to watch in the future, and a list that drove the order of movies that were sent out to customers.If Blockbuster would have seen the Netflix threat sooner, the company would have made its own business model adjustments in a way that leveraged its vast retail infrastructure in a way that Netflix would not have been able to compete with.
While Blockbuster certainly could have developed similar shopping channels for its customers, they just weren't to focused on their bricks-and-mortar experience as they were to the shop-at-home experience that Netflix offered.
Combining Business Models for Competitive Advantage
Netflix gained its initial competitive advantage, not through a new business model, but through a combination of known business models. The company combined the physical landlord model with the subscription and all you can eat models to allow customers to rent all the DVDs they could in a month for a flat fee. Customers were allowed to keep the DVDs for an unlimited period of time and were not subject to late fees. In return, customers agreed to pay a recurring monthly subscription fee.
Today Netflix is the world’s leading Internet television network with over 62 million members in over 50 countries.
We have to reposition BPM as a first-class cizizen in the age of the customer
Software AG provides a comprehensive Platform that serves as the basis for your Enterprise Quality Management
Building on the Quality core, it naturally extends into Business IT Transformation, Risk and Compliance Management and Performance Management
Customers with a need for business and IT looking at the same processes from an EPC or BPMN perspective
A majority of standard ARIS scripts (reports, macros, semchecks) have been adapted to run for BPMN and E-BPMN as they do for EPC and thereby driving equal citizenship of EPC and BPMN in ARIS.