(techno music)
>> Hi and welcome to another CUBE Conversation,
this time from BMC's Helix Immersion Day
at the Santa Clara Marriott in beautiful
Northern California.
We're going to be spending the entire day
having a series of discussions about what it means
to do a better job of both digital services management
and operations management,
and how those technologies are coming together
to dramatically alter how business operates,
how customers get value and ultimately
how profits are generated.
We're going to start this conversation with a CDO,
a Chief Digital Officer from Genpact,
Sanjay Srivastava.
Welcome to theCUBE.
>> Thank you very much.
>> So to start, tell us a little but about Genpact,
it's an interesting company.
Growing fast. >> Absolutely.
We are indeed.
Genpact is a large global professional services provider
for digital transformation services.
We serve many of the Fortune 500 companies around the world,
and we help them think through their business processes
and their business models and digitally transform that
to take advantage of all the new capabilities
that are coming through.
>> So digital service outcomes is a very important feature
of that, because I presume that when you have those
conversations with customers,
you're talking about the outcomes
that they're trying to achieve,
and not just the services that you're going to provide.
So tell us a little bit about
what is a digital service outcome,
and why is it so important?
>> Yeah, well I think the reality is that
what technology is doing is it's disintermediating
the ecosystem, so many of the industries
are clients-operated, and they have to go back
and reimagine their value proposition
at the core of what they do
with the use of new, innovative technologies,
and it's that intersection of new capabilities,
of new innovative business models
that really use emerging technologies,
but intersect them with their business models,
with their business processes,
and the requirements of their clients,
and help them rethink, reimagine,
and deliver the new value proposition.
That's really what it's all about.
>> So a digital service outcome would then be
the things that the business must do
and must do well, but ideally,
with a different experience or with a different degree
of flexibility and agility,
or with a different cost profile,
have I got that right?
>> Correct.
>> So when we think about that,
what are some of the key elements
of a digital service success?
>> We like to think about three
critical success factors in driving
any digital transformation.
The first one is the notion of experience,
and what I mean by that is not user interface
for a piece of software, but the journey of a customer,
an employee, a provider, a partner,
in engaging with you and your business model.
When we think about journey mapping that scientifically,
we think about design, thinking on the back of that,
and we think about re-imagining
what the new experience looks like.
One of the largest things we've got in the industry
is digital transformation on the back of cost take out
of productivity or efficiency is insufficient drive
and optimize the value that digital can bring.
And using experience as the compass,
as sort of the north star in that journey
is a meaningful differentiator
and driver of business benefit,
so that's number one.
I think the second area that's become increasingly apparent
is the intersection of domain with digital.
And the thinking there is that to materialize
the benefit of digital in an enterprise,
you have to intersect it with the specifics
of that business, how users interact,
what clients seek, how does business actually happen?
We talk about artificial intelligence a lot,
we do a lot of work in AI as an example,
and the key thing about machine learning
is goal orientation, and what is goal orientation?
It's about understanding the specifics of the environments,
you can actually orient the goal of the machine learning
algorithm to deliver high accuracy results.
And it's something that can often easily get overlooked,
so indexing on the two halves of the whole,
the yin and the yang, the piece around digital,
and the innovative technologies,
and being able to leverage and take advantage of them,
but equally, be founded in domain,
understand the environment, and use that knowledge
to drive the right materialization of the end outcome.
And that's the second critical success factor,
I think, to get it right.
I think the third one is the notion
of how do you build a framework for innovation?
You know, it's not the sort of thing
where a large fortune company,
Fortune 500 companies can necessarily experiment
and it's a little bit of a go happy go lucky strategy,
doesn't really work, you have to innovate at scale,
you have to do it in a fundamental fashion,
you have to do it as a critical success factor.
And so one of the biggest things we focus on
is how do you innovate at the edge?
Innovation must be at the edge,
this is where the rubber meets the road.
But governance has to be at the core.
>> Well let me build on that for a second,
'cause you said innovation's at the edge,
so basically that means where the brand promise
is being enacted for the customer,
and that could be at an industrial automation setting
or it could be in just making a recommendation,
it could be any number of things,
but it's where the value proposition is realized
for the customer.
>> Correct, that's exactly right,
and that's where innovation must happen.
So as a large corporation, you must be able,
it's important to set up a framework
that allows you to do innovation at the edge,
otherwise it's not meaningful innovation
if you "Well, it's just a lot of busy work."
And yet as you do that,
and as you change your business model,
as you bring new components to the equation,
how do you drive governance,
and it's increasingly becoming more important,
you think about, we're going to be in a AI first world
increasingly, more and more that's the reality
of the world we're going in, and in that AI first world,
I work here in Palo Alto, walk into my office,
a couple of hundred people any given day.
If tomorrow morning I walked in
and 100 people didn't show up for work,
I would know right away, because I can see them.
Now fast forward to an environment where we have
digital workers, we have automation bots,
we have conversational AI Chatbots.
And in that world, understanding which of my
AI components are on, which ones are off,
which ones showed up for work today,
which ones fell sick, and really being able
to understand that governance,
and that's just the productivity piece of it.
Then you think about data and security,
AI changes complete dimensions on that.
And you think about bias and explainability,
it just become increasingly important,
a notion of a digital ethics board,
and thinking about ethics more pervasively.
So I think that companies and clients we serve
that do really well in digital transformation
are those that key in on those three things,
the notion of experience is the true compass
for how you drive transformation.
The ability to intermix domain and digital in a meaningfully
intersecting fashion.
And to be thoughtful, proactive,
and get governance right up front in the journey to come.
>> So let me again build on that a little bit,
'cause people are increasingly recognizing
that we're not going to centralize with cloud,
we're going to greater distribute.
We're going to distribute data more,
we're going to distribute function more,
but you just added another dimension,
that some of us have been thinking about
for a long time, and that's this notion
of distributing authorities
so that an individual at the edge can make the decision
based on the data and the resources that are available,
with the appropriate set of authorities,
and that has to be handled at a central,
in a overall coherent governant way.
So that leads to the next question.
>> And just before you go there,
I mean I think the best example of that,
is we do that, most corporations do that
really well in the financial scheme of things.
Businesses at the edge make decisions
on a day to day basis on pricing
and relationships and so on and so forth,
and yet there's a central other committee
that looks through the financials and makes sure
it meets the right requirements
and has the right framework,
and much in the same way,
we're going to start seeing digital ethics committees
that become part of these large corporations
as they think about digitizing the business.
>> Governance at the end of the day
is how do you orchestrate multiple divergent
claims against a common set of assets,
and being able to do that is absolutely essential,
and it leads to this notion of we've got these
ideas of digital business, digital services
and operations management.
How are we going to weave them together
utilizing some of these new technologies,
new fabrics that are now possible
to both achieve the outcomes we're talking about
at scale and at speed?
>> Yeah, well the technology capabilities
are improving really well in that area,
and so the good news is they're the set of tools
that are now available that give you the ingredients,
the components of the recipe that's required
to make dinner, if you will.
The work that needs to happen is actually
how to orchestrate that, to figure out
which components need to come in,
and how do you pull together a vertical stack
that has the right components to meet your needs today,
and more importantly, to address the needs of the future,
because this is changing like no other time in history.
>> You want options with everything you do now,
you want to make sure that you have a string of options
for the future, and it's especially important here.
>> That's right, that's exactly right.
And the quick framework we've established there
is sort of the three-legged stool of,
how do you integrate quickly,
how do you modularize your investments
and then how do you govern them into one integrated whole,
and those become really important.
I'll give you examples, much of the work we do,
we'll work with a consumer bank for instance,
and they'll want to do a
robotic process automation engagement,
we'll run them for nine months,
they'll get 1800 robots up and running.
And the next question becomes,
well now we have all this data that we didn't really have,
because now we have an RPA running,
how do I learn some machine learning insights
from there, and so we then work with them
to actually derive some insights
and get these questions answered.
And then the engagement changes to,
well now that we have this pattern recognition
then we understand more questions are going to be asked,
how do I respond to those questions, A, automatically,
and before they get asked, this notion of next best action.
And so you think about that journey
of a traditional client, the requirements change
from robotics to machine learning
to conversational AI to something else,
and keeping that string of investments,
that innovative sort of streak true,
and yet being able to manage, govern,
and protect the investments, that's the key role.
>> And especially if we do want to look at innovation
at the edge because we want to see some commonalities,
otherwise we freak people out along the way, don't we?
>> That's exactly right.
>> Sanjay Srivastava, thank you very much
for being on theCUBE.
>> Pleasure, thank you for having me.
>> And once again I'm Peter Burris,
and we'll be back with our next guest shortly
from BMC Helix Immersion Day,
here at the Santa Clara Marriott.
Thanks very much for listening.
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