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And today, many of the large organisations including software and technology companies are setting up a dedicated Digital Transformation Office (DTO) or units with a separate team to chart out the DT strategy and initiatives whether it is for internal departments and employees or for their external customers and users. The idea behind f DTO is to ensure that not only the planning and execution is done in a right way, but also to ensure that it brings desired results and impact on the overall business and organisation.
Cisco is among those technology companies which have actually set up a DTO in the last year or so. The company has a small dedicated team for the DTO units that oversee operations in different countries and regions to drive the Digital Transformation strategy and initiatives. <\/em>
Recently, Pankaj Maru<\/a> <\/strong>of ETCIO.com<\/strong> spoke to Daisy Chittilapilly<\/a>, Managing Director - DTO, Cisco India<\/a> & SAARC<\/strong> to understand and know about the role of the DTO at Cisco, the key aspects of digital transformation projects, the challenges faced by traditional industries in the digital era, the digital transformation trends that are shaping up across industries and the emerging convergence of IT (Information Technology) and OT<\/a> (Operation Technology).
Edited excerpts...
Q1. What kind of digital transformation projects are underway or being planned at Cisco as an organistaion?<\/strong>
Our digital transformation efforts are mainly focused on 2 or 3 areas -- first is to develop a domain or vertical point of view as it relates to Cisco’s relevance and digital initiatives within the verticals of our choice. The second is establishing an ecosystem for the verticals on the solution areas that we focus on as a part of the charter. And the third piece is obviously engaging with clients and getting into a mode of problem-solving, prototyping and productionising is also something Digital Transformation Office (DTO) will do for the initial projects and customers in each of these verticals. The fourth piece is once we get through this and the stage is done – it’s about scaling internally as well as with our partners externally. So these are the four broad objectives of this organisation.
Q2. What you mean by these partners?<\/strong>
And when I say partners, I mean everybody from someone who is a digital influencer, people like Deloitte, EY and Accenture – so their digital and blueprint designers, two is -- large integrators who typically hold the entire ecosystem together and also players who are too small and do single use cases. Solution partners or ISVs that is more broadly known - it could be a tech partner like Honeywell or SAP but it could also someone whose very small startup plus – doing one use case, which is in analytics on a shop floor of manufacturing. So it encompasses all of these players and in the same project, sometimes we have participation also from many of these parties with one of the parties obviously, assuming the leadership position. But when I say partners, I mean all of these players and it really depends on the customer and the solution area that we are trying to focus on.
Q3. Is this the first time Digital Transformation Office (DTO) has been set up in Cisco? <\/strong>
Yes, it’s for the first time Digital Transformation Organisation has been set up, but the efforts have been around for a year now. It’s a first time we have made efforts to put a team that is vertical or industry<\/a> focused. And it’s a small team relative to the size of Cisco in India, but it is a very skilled and mature team. So it’s a very small team in size because it’s an influential team more than anything but still, its piggyback on many of the assets in terms of human and other resources available within Cisco.
Q4.Which are the key aspects or values that the DTO looks for while driving those digital transformation projects?<\/strong>
The first thing that we look for obviously is the customers. All conversations evolve from the problems that customers are trying to solve for. The second filter so to say is Cisco relevance – Cisco’s ability to establish relevance, add value and take a pole position in solving that channel for the customer. And the third one because we are business obviously – it shouldn’t be a Science project. We believe if large enterprises have to solve problems they have to operate at scale - any solution area that we put into has to operate at scale. So we look at scalability as well, if it doesn’t fit these three filters – customer’s relevance, Cisco’s relevance and our ability to scale it not just with our teams but also with our ecosystem partners, then we probably, might get into that space.
Q5. What are your views on the industry when it comes to digital transformation projects like planning, execution, and outcomes? <\/strong>
Its early days and a lot of people are doing PoCs (proof of concept) and certain used cases. If you look at most industries, people are between planning and initial PoCs --that’s the stage they are in and I don’t think we can say here or globally that we have massive rollouts and productions in the digital space still. There are only efforts of single used cases, which have been productionise, but we have a long way.
Q6. Lastly, do you think is it hard or challenging for enterprises and businesses to undertake digital transformation projects compared to any IT organisation like Cisco?<\/strong>
First of all, for the customers, I think it’s a question of -- they have to move. It’s a disruption that they can either choose to leave or choose to get disrupted. And I think there are people who chose to be early movers, take the lead position and take head-on. Yes, because technology is an integral part of digital and tech companies do have a sweet spot in being able to add value to this conversation. But technology is not just IT but it also OT.
So when you say companies are traditional --let’s say a manufacturing company, it is a traditional company in the sense of the word but its expert in operational technologies. So in the digital space, we are seeing convergence of IT and OT at a degree, where even the players coming from OT space have a very strong value proposition or a strong point of view as well, whether they are customers of OT or traditionally, customers of OT or even technology players providing space in OT.
For example, some of our partners that we have put solutions together are players with leadership in OT like Honeywell, Rockwell<\/a> and they are all coming from the OT. We have joint customers, where the CIO<\/a> is very aware of Cisco but the branch manager is very aware of Honeywell or Rockwell. So the convergence is the key and I don’t think any partner or player who comes from the non-IT background is going to be a laggard in digital, absolutely not – I don’t have that view. If you look at industries in India -- FSI, manufacturing and so on are the fastest getting connected digitally. If you look at vertical like education, it is a very people-centric but you will see the shifts there and these are not the people that are technical or is not a technical community traditionally. They use technology both IT and OT, but this is not a technical community. And among the most interesting projects and initiatives that we are seeing in the country are happening in these spaces, which is not the typical in the information technology (IT) vertical.
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数字转换——中断离开或中断:思科的菊花Chittilapilly
数字转换是一个中断,业务和组织可以选择离开或中断,根据菊花Chittilapilly,董事总经理- DTO,思科印度和南亚区域合作联盟
今天,许多大型组织包括软件和技术公司正在设立一个专门的数字变换办公室(DTO)或单位与一个单独的团队绘制出DT策略和计划是否为内部部门和员工或外部客户和用户。f DTO背后的想法不仅是确保完成计划和执行在一个正确的方法,还要确保它将带来你想要的结果,对整个业务和组织的影响。
思科是那些已经建立了一个DTO的科技公司在过去一年左右的时间。DTO的公司有专门小组小单位,监督操作在不同的国家和地区驱动数字转换策略和计划。
最近,Pankaj丸的ETCIO.com说话黛西Chittilapilly董事总经理- DTO,思科印度&南盟理解和知道思科DTO的作用,数字转换项目的关键方面,传统产业面临的挑战在数字时代,数字转换趋势形成跨产业和新兴的IT(信息技术)和不(操作技术)。
编辑摘录……
Q1。什么样的数字转换项目正在或计划在思科作为organistaion ?
数字转型的努力主要集中在2或3的区域——首先是开发一个域或垂直的观点,因为它涉及到思科的相关性和数字计划内的垂直的选择。第二个是建立一个生态系统的垂直解决方案领域,我们专注于作为合同的一部分。第三块显然是与客户和进入解决问题的模式,原型和productionising也是数字变换办公室(DTO)将最初的项目和客户在每一个垂直。第四块是一旦我们度过这个阶段完成-它是关于扩展内部以及与外部合作伙伴。这是这个组织的四大目标。
Q2。你所说的这些合作伙伴吗?
当我说的合作伙伴,我的意思是每个人都从一个数字影响力,人们喜欢德勤迪士尼和埃森哲——所以他们的数字和蓝图设计师,两位——大集成商通常团结整个生态系统以及球员太小,做单一的用例。解决方案合作伙伴或isv更广泛,它可以是一个科技的合作伙伴如霍尼韦尔或SAP也可以很小的创业的人+——做一个用例,在分析车间生产。所以它包含了所有这些球员和在相同的项目中,有时我们也参与许多这样的党与一方显然,假设领导地位。但是当我说合作伙伴,我的意思是所有的这些球员,这实际上取决于客户和解决方案领域我们要关注的。
第三季。这是第一次数字转换办公室(DTO)已经成立思科?
是的,这是第一次数字转换组织已经成立,但努力已经存在了一年了。这是我们第一次努力把垂直或一个团队行业专注。这是一个小团队的规模相比,思科在印度,但这是一个非常熟练的和成熟的团队。这是一个非常小的团队的大小,因为它是一个有影响力的团队更重要但是,其依赖的许多资产的人力和其他资源可用在思科。
第四季度。的关键方面或价值观DTO开车时寻找那些数字转换项目吗?
首先,我们寻找显然是客户。所有对话从客户正试图解决的问题。第二个过滤器可以这么说思科相关性——思科建立关系的能力,增加价值,杆位解决渠道客户。第三个因为我们业务很明显——它不应该是一个科学项目。我们相信如果大型企业必须解决问题他们运作大型——任何解决方案领域大规模我们投入运营。所以我们看的可伸缩性,如果它不适合这三个过滤器-客户的相关性,思科的相关性和我们规模的能力不仅与我们的团队还与我们的生态系统合作伙伴,那么我们可能,可能进入空间。
Q5。你对该行业有什么看法时,数字转换项目计划、执行和结果?
早期,很多人都做poc(的概念)和某些用例。如果你看看大多数行业,人们之间的计划和初始poc舞台——这是他们在这里,我不认为我们可以说或全球,我们有大量的发布和产品仍然在数字空间。单独使用的情况下,只有努力已经productionise,但我们还有很长的路。
Q6。最后,你认为它是困难或挑战对企业和企业进行数字转换项目相比,它组织像思科吗?
首先,对客户来说,我认为这是一个问题——他们的移动。中断,他们可以选择离开或选择中断。我认为有些人选择了先行者来说,带头位置和正面。是的,因为技术是不可或缺的一部分数字和科技公司有一个甜点能够增加价值的谈话。但技术不仅仅是它但也不能。
所以当你说公司是传统假设一个制造公司,它是一个传统的公司在这个词的意义,但其操作技术专家。所以在数字空间,我们看到收敛,不能在一定程度上,甚至连球员来自哪里不空间有很强的价值主张或强烈的角度来看,是否客户不或传统,客户不甚至技术在OT玩家提供空间。
例如,一些我们的伙伴,我们一起把解决方案与领导球员在霍尼韦尔等不罗克韦尔他们都是来自不。我们共同客户,首席信息官非常了解思科但霍尼韦尔的分行经理非常清楚或罗克韦尔。融合是关键,我不认为任何合伙人或球员来自于非it背景是一个落后者在数字,绝对不是,我没有这一观点。如果你看看行业在印度- FSI,制造业等最快的连接数字。如果你看看垂直像教育,这是一个非常以人为中心的,但你会看到变化,这些都不是人技术或不是传统技术社区。他们使用的技术,不,但这不是一个技术社区。最有趣的项目和计划,我们看到在这个国家正在发生在这些空间,这不是典型的信息技术(IT)垂直。
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