docEmirates Airlines - BT Global Services
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Emirates Airlines - BT Global Services
© British Telecommunications plc 1 BT & Cisco Leadership Breakfast DIFC Conference Centre Dubai, November 24th 2014 © British Telecommunications plc 2 Welcome Wael el Kabbany, BP BT Middle East and North Africa Edward Hobart, HM Consul General 3 A global conversation 88% A dynamic ecosystem creates innovation Customers are becoming less tolerant to poor service 50% Cyber Security as a key threat to do business in new markets © British Telecommunications plc 4 The imaginative CIO Someone who uses their insight imagination and instinct to make connections no one else is seeing Making innovation everyone’s job Wael el Kabbany, VP Middle East and North Africa, BT Global Services Is innovation everyone’s job? © British Telecommunications plc 8 Industrialization disconnected employees © British Telecommunications plc 9 Lateral communication © British Telecommunications plc 10 Barriers to innovation Creative apartheid Legacy beliefs © British Telecommunications plc 11 100 year old firms innovation agenda Est. 1911 Company wide innovation programme Est. 1837 Turned it’s R&D process inside out Est. 1846 Innovation Through Collaboration © British Telecommunications plc 12 Making innovation everyone’s job Are employees equipped to be innovators? Is innovation a formal part of the job description and compensation package? What training and tools have employees received? How easy is it for employees to collaborate? How easy is it to get access to experimental funding? © British Telecommunications plc 13 Can innovation be everyone’s job? © British Telecommunications plc 14 Making innovation everyone’s job Wael el Kabbany, VP Middle East and North Africa, BT Global Services Uleyan Al Wetaid, CEO Viva Bahrain Paul Black, Program Director for Telecoms, Middle East, Africa and Turkey, IDC © British Telecommunications plc 16 Innovating by learning from other industries Prof. Rehan Khan, BT Regional Consulting Director Innovation Frame Management Innovation Strategic Innovation Product Innovation Operational Innovation © British Telecommunications plc 18 Innovation Frame Management Innovation Strategic Innovation Product Innovation Operational Innovation © British Telecommunications plc 19 Operational Innovation © British Telecommunications plc 20 Innovation Frame Management Innovation Strategic Innovation Product Innovation Operational Innovation © British Telecommunications plc 21 Product Innovation Meaning (language) Radical improvement Console as an active physical entertainment/ workout for everyone Nintendo Wii Playstation 3 Microsoft Xbox 360 MEMS accelerometers Graphics Speed Incremental improvement Performance (technology) Console as a passive immersion in a virtual world for young gamers Previous generation Source: Verganti: “Design driven innovation” © British Telecommunications plc 22 Innovation Frame Management Innovation Strategic Innovation Product Innovation Operational Innovation © British Telecommunications plc 23 Strategic Innovation © British Telecommunications plc 24 Innovation Frame Management Innovation Strategic Innovation Product Innovation Operational Innovation © British Telecommunications plc 25 Competitive advantage is more defensible the higher up the innovation frame we go and sometimes the best innovations come about by looking at other industries © British Telecommunications plc 26 Innovating by learning from other industries Prof. Rehan Khan, BT Regional Consulting Director Dr. Waleed Aljandal, Dean of Information Technology, Imam Muhammad Ibn Saud Islamic University Nicolai Tillisch, Founder Dual Impact © British Telecommunications plc 28 Protecting your most important asset: your brand Tareque Choudhury, Head of BT Security MEA Innovation and Cyber Security © British Telecommunications plc 30 Organisations need to rethink the risk Because the threat landscape is constantly changing… High profile losses Cloud, convergence, consolidation and mobility Hacking is no longer a hobby The rise of the collective © British Telecommunications plc 31 Brands with the greatest equity 2013 Rank Brand Brand Name Sector Brand Value ($m) 1 Apple Technology 98,316 2 Google Technology 93,291 3 Coca-Cola Beverages 79,213 4 IBM Business Services 78,808 5 Microsoft Technology 59,546 6 GE Diversified 46,947 7 McDonald's Restaurants 41,992 8 Samsung Technology 39,610 9 Intel Technology 37,257 10 Toyota Automotive 35,346 *http://www.interbrand.com/en/best-global-brands/2013/top-100-list-view.aspx © British Telecommunications plc 32 The role of a Cyber Security programme is about protecting brand and reputation 2013 Rank Brand Brand Name Sector Brand Value ($m) 1 Apple Technology 98,316 2 Google Technology 93,291 3 Coca-Cola Beverages 79,213 4 IBM Business Services 78,808 5 Microsoft Technology 59,546 6 GE Diversified 46,947 7 McDonald's Restaurants 41,992 8 Samsung Technology 39,610 9 Intel Technology 37,257 10 Toyota Automotive 35,346 Your brand is an asset that needs protection. "If this business were split up, I would give you the land and bricks and mortar, and I would take the brands and trade marks, and I would fare better than you." John Stuart, Chairman of Quaker (ca. 1900) © British Telecommunications plc 33 Direct costs and impact of cyber crime are known to be rising. What about the indirect issues like brand or reputational damage? There are obvious and often immediate impacts of cyber security breaches. However, what’s harder to quantify though is the hidden costs, or unseen impacts, on future business opportunities that are missed out on as a result of trust being damaged. Executive vice president Kazuo Hirai (centre), accompanied by company executives Shiro Kambe (left) and Shinji Hasejima, bow to apologise for the massive theft of personal data. © British Telecommunications plc 34 The company’s reputation isn’t the only one to consider. Target CEO resignatio n Hackers had stolen 40 million debit and credit card numbers from the retailer’s data banks as well as the personal data of as many as 70 million Target customers © British Telecommunications plc 35 The Middle East is not immune. Cyber security is a global issue and there are no boundaries The Middle East is experiencing growth and expansion at a rate not previously seen. As the region, and the flagship companies rise in prominence, so do the number of threats and successful exploits. © British Telecommunications plc 36 It’s not just an IT discussion anymore…... It’s not just about technology, process and people. It’s about how it affects the organisation Understand your assets and risks with security aligned to protect your ‘crownjewels’ A layer of proactive threat monitoring with human intelligence deployed through highly trained experts Real-time 24/7 global feeds to understand and mitigate threat with intelligence applied to make sense of big data A continuous cycle of rethinking risk to meet a constantly changing threat landscape Protecting your most important asset: your brand Tareque Choudhury, Head of BT Security MEA Mike Weston, VP Middle East Cisco Mike Austin, Group CIO NBAD © British Telecommunications plc 39 Why the art of connecting? Kevin Taylor, President BT Asia Middle East Africa and Turkey The Creative CIO Industry Intelligent Solutions are now at the forefront of business and using transformation technologies to challenge and harness digital disruption. This is bringing a new breed of CIO where innovation is firmly the key to delivering success. IDC The Art of Connecting today © British Telecommunications plc 42 Thank you to our speakers and partners © British Telecommunications plc 43 Looking forward to meeting you in our showcase © British Telecommunications plc 4 44 © British Telecommunications plc 45
