IFS Digitalization CollABorative - Tech Talk Session with Orjan Ekstrom, Director, Product Management
Date of Meeting: 21 March 2023 11:00 AM US Eastern Time
Orjan Ekstrom Background:
- Product Manager in R&D (focusing on Supply Chain)
- Based in Sweden
Digital Transformation
- How do we drive change?
- What is the actual product capabilities
To view an article on Digital Transformation, click here
Slides Covered:
- The Components of Digital Transformation
- Cyber Security
- Cloud Computing
- Artificial Intelligence
- Data Analytics
- Automation
- IFS Cloud – a Transformational Release
- One single product
- Industry depth
- Innovation embedded
- Cloud or on-prem
- Delightful experience
- IFS AI Capability Examples
- Manufacturing – Shop Order based on dynamic scheduling
- Manufacturing – MES OEE monitoring & predictive
- Service – Predictive Task Duration
- Supply Chain – Customer Order Automation
- Supply Chain – Short-term demand forecasting
- Robotics – Intelligent routing and materials handling
- Barriers to Digital Transformation
- What’s holding back Transformation?
- The Value Conversation: Why?
- Transformation Plan
- IFS Business Value Engineering is all about the business outcome you need…
- Modelling
- Discovery
- Delivery
- Realization
Questions / Answers:
- Q: With BVA, you were talking about separate modules, like an artificial intelligence that you can bring in. Can you run that also on the individual components that you say, OK, if I do this part now is the next step after my transformation, what is the value I get from this part? If I would do this?
A: What are your KPI’s that you are measuring, and what is the effect of the KPI’s that you will get from those capabilities, so what is it that you are trying to find and value? - Q: We're in the process of planning and strategizing for an upgrade from Apps 9 and apps 10 to IFS cloud and mid year this year I need to present the strategy the plan the approach that we have to make that reality and one of the key hurdles that I have or that we have is around validating, you know, the core business processes that we have that we've been using for the last 20 years in in one of our businesses still you know work in the new version. I mean it seems obvious you think it would, but we need to validate that we need to verify that and not only that, but there's a degree of not wanting to implement changes to make improvements just for the sake of doing that as part of the upgrade. But we want to know what changes we can make to come back to our phase two or you know subsequent items, right? So uplift with what we have as much light for like and I'm wondering if one of the difficulties that I'm having with the engagement right now is trying to put in place that kind of review. Working with IFS to help us to confirm that what we need is still there. And how do we do that? So you know, we have business processes that we need to verify and I'm trying to come up with IFS with the best way to do that.
And I hear about the business processing mapping and value mapping and things like that, but there's not anything that anyone has really presented to me as an option. I had some feedback, You know, we've talked, I think last month we've trialled about you know that he did a business mapping. And talking with IFS, I didn't really get that. It sounds like that's something that they IFS. Doesn't apparently offer the same way now.
Whereas there were a group of people who would come and review everything and make sure everything was aligned. And here was the plan. And here was the awesome new stuff that would solve for these things.
But it doesn't appear to be anything that's available to me right now. Maybe that's not true, but I'm struggling to get traction on that and am I reading that wrong? I mean am I understanding this business process mapping for example is something that it isn't?
Is there something you could recommend that I maybe I'm asking for the wrong thing.
A: We have a global head of value in engineering and you can certainly apply for upgrades. It is an investment. You engage with your business management and you start on that level on what do they want to achieve, what are the challenges for the future and so on. And then you build the value engineering. That is a starting point.
So, certainly from my perspective you should be able to take a dialogue on this with your with your service organization. I don't know the details on your specifics, but it's something offering general as part of a success offerings.
Q: So we're not really looking for, hey, here's our future plans. How do we get there? Right now I have a very simple proposition of I'm going to be looking at doing an upgrade and I want to keep it as like for like as possible, who somewhere can work with us. To confirm that all of our business processes, some of which are customized and things like that, not with mods so much. But you know, customizations and things. Are still valid and if we need to change them, that's OK. But how do we identify that before going into the process right, beginning of the actual sort of execution. We don't have that. I'm struggling to get that. Maybe this is just a me problem.
A: It's a it's a paid service to do that work together. Unless you're using success, but even then the will be extra so I'll get you the details on that part, but it should be an engagement and a conversation that you are able to have to be able to map out your current state, the future state, What has to change? What might be beneficial to change? What will be completely the same so that. That's a tool to help you decide. Do we want to upgrade? When would be the best time to upgrade, what work and change management is going to go into the upgrades so that you can plan accordingly. - Q: We are using four of your products, the PSO FSM and then now mobile apps. I've heard that cloud is really the upgrade from apps, right? So, is it really realistic to think that we should be ready to upgrade to cloud if we are using four of those products?
A: The idea is that IFS cloud is, you know, taking the best of functionality across the historical IFS portfolio and putting that into a more Cohesive platform for people to use. - Q: So in October, I was there at Unleashed, and the perception that I was getting from all those discussions, that apps, if somebody is using apps, then they're ready to move on. But there are certain things that are actually work in progress as far as PSO or the FSM goes. So those were not quite ready, even though those might be broadly marketed as ready, but they're not, I think in reality, I think there were still some work in progress that was going on.
So, I kind of just wanted to assess that in this small group, is it still realistic to think about that move right now or is it better that if we give it another six months or so and then maybe try assessing?
A: I think we need to come back on that with some service expert looking on your particulars. We have the first FSM customers have done that transformation so they are with IFS cloud but I think we need to should look into your specifics and see if there are any particulars that that you are using in FSM that yeah that would prevent moving to IFS cloud or delay that. - Q: We really need to get the buy in from the business leaders, right? So I know that the details that I have seen, I mean as a technologist, I would say, yes, I'm all for the cloud, right? So how do we really build that business case or is there a framework that IFS can provide which is not more technology pitched, but more for the business folks. So then they can really buy into this idea that the Cloud will provide value.
A: The focus of it is it is business value engineering. So it's full focus on business and the business.
You know where is the challenges? What is the pain points and how should we overcome that and move forward together that is that is the whole exercise so yes absolutely you should, should.
We come with based on what we can provide for from a product perspective and being the one we are. So we are not doing it. You know what KPMG or Deloitte would do well if they if they would assess your business that we come from our perspective into this and the capabilities we can provide and there is a thin slice methodology. So you don't have to look at all the different processes that you have in routes that IFS but what are the things that you want to evaluate now in order to take some decisions and move forward.
And then we can extrapolate that for your whole architecture. What does this mean? So since slice model is also something to consider, and thereby we select a scope for the value engineering sessions and therefore we can deliver it in a time frame that is usually a very efficient for the business, so it's not that we take up too much time of the business stakeholders to do this type of exercise. That's part of the concept.
Other Comments:
- No one should be investing in technology just to invest in technology. They should be investing in it to drive the outcome right. The idea of this is really starting with what's the desired outcome.
Then working it back to fill in some of those questions you're saying like, OK, well, what functionality will help with this outcome? OK, well, what KPI is? Do we need to be measuring to make sure we can say whether or not we achieve this outcome right. So it's starting with the business objective in mind. And then filling in those specifics in a way that you can track over time.
If you are an IFS Customer and would like to watch the recording, please email jessica.foon@ifs.com
A copy of the slides can be found in the attachments section below.
Next Meeting: 19 April 2023 10:00 AM US Eastern Time
IFS Digitalization CollABorative - Think Tank Session - Improving Business Agility through Digital
If you are an IFS Customer and you do not have the next meeting invitation to this CollABorative and would like to join, please email jessica.foon@ifs.com