Zero Touch Enterprise: A Practical Guide to Business Centric It

This book is a practical guide for technology leaders to support their digitalisation journey. It maps out a practical path towards enterprise digitalisation, the necessity for change in operating model, importance of culture change, value of measuring success and practical HOW-TO examples to lead the change and create ecosystems of change-leaders. The book describes the comp0onents and characteristics of digital 3.0 enterprises, and also describes the role of technology and data in applying and measuring change management to achieve Zero Touch IT. The book will categorise the approach in 3 parts:

1) Data: is the bloodline for an enterprise in a digital business. It is, however, frequently neglected and marginalised Â- often used only for the purpose of analytics or security. The book will cover all aspects of data in an organisation, from security to structure issues and from data science to data-centricity, as the latter has a strong connection to point 2, below. This is, after all, a book about how to become a Data-Centric Enterprise. Many organisations embark on the journey of building a Âdata lake which is a costly and time-consuming exercise. The point that many organisations forget is that they will need to secure all of their data, but they donÂt need to structure and analyse all of the data. The cost of managing a data lake can reduce significantly if they apply Data minimization policies, where possible, to reduce the amount of unused and irrelevant data. Another point is that the raw data itself is often not of particular interest to the organisation. The trends in that data and the insights that can be derived from it is where the focus should be. The real skill lies in identifying the key business challenges (use-cases) that the data can resolve, and understanding how to answer them through data science and Machine Learning.

2) Culture: of traditional organizations is often hierarchical and siloed. Roles are defined and interactions between the silos are more of a norm than a rule. Information is power and willingness to share knowledge is limited. The book will recommend the path and approach to building a digital culture and also warn the analogue companies that if they donÂt change the ways of working and operating model, they wonÂt survive the Digital Age. Based on ForbesÂs research Seventy-five percent of companies in the Standard & PoorÂs 500 will be new entrants by 2027 at the current run rate.

3) Technology: is usually the focal point for transformation as it is tangible and easy to understand. It is a mature market with easy to comprehend benefits - e.g. move applications from desktop to cloud and spin off different web-based tools, deploy robotics and automate some of the systems and back-office functions to save money. However, without a centralized strategy and a data-centric approach, many corporations spend large sums of money on applications and tools that can lead to more unstructured and sometimes insecure data and add complexity to already complex IT landscapes. Technology is a business enabler and in Âanalogue companies, is often used as the focus to see immediate results without consideration of the long-term impact to operational costs. In order to gain the highest ROI in Technology investments, corporates must reduce their legacy technology and application landscape, which will support security efforts and facilitate the design of Global business processes. Only then can digital technology be implemented in a user friendly, cost-efficient, and sustainable way, as outlined through this book

這本書是一本實用指南，旨在幫助科技領導者支援他們的數位化之旅。它提供了一條實際的路徑，以實現企業的數位化，改變營運模式的必要性，文化變革的重要性，衡量成功的價值，以及領導變革並創造變革領導者生態系統的實際操作範例。本書描述了數位3.0企業的組成部分和特徵，並描述了技術和數據在應用和衡量變革管理以實現零接觸IT方面的作用。本書將分為三個部分來分類方法：

1) 數據：對於數位化企業來說，數據是其生命線。然而，數據經常被忽視和邊緣化，通常僅用於分析或安全目的。本書將涵蓋組織中數據的所有方面，從安全性到結構問題，從數據科學到數據中心性，後者與下面的第2點有著密切的聯繫。畢竟，這是一本關於如何成為數據中心企業的書。許多組織開始建立昂貴且耗時的“數據湖”，但許多組織忽略的一點是，他們需要保護所有的數據，但不需要對所有數據進行結構化和分析。如果他們應用數據最小化政策，可以減少未使用和無關的數據量，從而大幅降低管理數據湖的成本。另一點是，原始數據本身通常對組織並不特別重要。重點應該放在數據中的趨勢和從中獲得的洞察力上。真正的技能在於識別數據可以解決的關鍵業務挑戰（用例），並了解如何通過數據科學和機器學習來回答這些挑戰。

2) 文化：傳統組織的文化通常是等級制度和分權的。角色被定義，各個部門之間的互動更多是一種常態而不是規則。信息就是力量，願意分享知識的意願有限。本書將建議建立數位文化的途徑和方法，並警告模擬公司，如果他們不改變工作方式和營運模式，他們將無法在數位時代生存下去。根據福布斯的研究，根據目前的速度，到2027年，標準普爾500指數中有75％的公司將是新進入者。

3) 技術：通常是轉型的焦點，因為它是有形且易於理解的。它是一個成熟的市場，具有易於理解的好處，例如將應用程序從桌面移至雲端並推出不同的基於網絡的工具，部署機器人並自動化一些系統和後勤功能以節省成本。然而，如果沒有一個集中的策略和以數據為中心的方法，許多公司會在應用程序和工具上花費大量資金，這可能導致更多非結構化且有時不安全的數據，並增加已經復雜的IT架構的複雜性。技術是業務的推動者，在“模擬”公司中，通常將其作為關注點，以看到即時結果，而不考慮對運營成本的長期影響。為了在技術投資中獲得最高的投資回報率，企業必須減少其遺留技術和應用程序架構，這將支持安全工作並促進全球業務流程的設計。只有這樣，數位技術才能以用戶友好、成本高效和可持續的方式實施，正如本書所述。

Azita Esmaili is Vice President - Digital Transformation at Capgemini, as well as a Digital Transformation Expert at Chalmers University of Technology, Sweden, and the Institute of Directors, UK. She received her BSc in Electrical Engineering from Chalmers University of Technology, her mini MBA from University of London, and has studied Machine Learning at Stanford. SheÂs a seasoned digital transformation executive and Board advisor with extensive experience in digitalisation to achieve: customers experience enrichment, R&D and open innovation, enterprise transformation & CIO practices, project recovery including global agile team set up/operationalisation, cyber security & risk management, data strategy and management in both established corporate entities and start-ups. She has a wealth of experience from Automotive, Consumer Products & Retail, Oil & Gas, Financial Services, Utilities, Manufacturing, Gaming/Betting and Government sectors and has delivered large scale business and technology transformation programmes globally.

Azita Esmaili是Capgemini的副總裁 - 數位轉型，同時也是瑞典查爾默斯理工大學和英國董事學院的數位轉型專家。她在查爾默斯理工大學獲得電機工程學士學位，並在倫敦大學獲得迷你MBA學位，並在斯坦福大學學習機器學習。她是一位經驗豐富的數位轉型執行官和董事顧問，擁有在數位化方面的廣泛經驗，包括實現客戶體驗豐富化、研發和開放創新、企業轉型和CIO實踐、項目恢復（包括全球敏捷團隊建立/運營化）、網絡安全和風險管理、數據戰略和管理等，涵蓋了成熟企業實體和初創企業。她在汽車、消費品和零售、石油和天然氣、金融服務、公用事業、製造、遊戲/博彩和政府等行業擁有豐富的經驗，並在全球範圍內提供大規模的業務和技術轉型項目。