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It is my pleasure to introduce Tony Thomas.
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Tony is a global CIO of Nissan,
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Tony, could you tell us more about your roles
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and objectives at Nissan?
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My responsibility here at Nissan predominantly
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is to run all the information systems
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and information technology for the entire value chain
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across all regions, all functions for Nissan.
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What were the key challenges for Nissan
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to fully capture the value of digital?
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We identified that our platforms are really fragmented,
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quite obsolete and in some cases,
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we really don't even have the ability
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to move at the speed that the business is looking at.
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We don't have the ability to capture the data
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from the way we want so that we can unlock the value.
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Lastly, because my team is not been able to deliver
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at the speed and the quality that they were looking for,
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the business teams themselves started
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solving this problem themselves.
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Which meant that there's been a proliferation
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of what we call shadow IT,
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where systems have been deployed,
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but probably not with the right controls
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and the scale that we're looking at.
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So what are the changes you implemented
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to unlock the value of digital and unleash it at scale?
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Predominantly, three things.
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First and foremost, building the right organization.
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Second, ensuring that we have the right portfolio
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and the portfolio management.
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Third, having the right talent to drive
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the outcomes that we look for.
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Coming back into the organization,
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since we were completely regionally aligned in the past,
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we had to move towards a global organization
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where we have regional CIOs responsible
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for driving outcomes for the regions,
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we have global leaders who own functionally
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the capabilities that we need to drive across.
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Then the second thing like I talked about was the portfolio.
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We started diligently moving towards
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portfolio rationalization and moving towards
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more global applications.
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We started working towards
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more agile way of delivering
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rather than the traditional waterfall.
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We started focusing on doing
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more smaller projects, rather than the long projects.
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So we are able to get outcomes much faster.
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Coming back to the talent,
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our objective is to be truly technical.
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So that we can drive the outcomes that we really want.
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Which meant that we have to up skill our team,
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bring them to the digital skills that we never had before.
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So we created a Nissan Digital University,
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so our team can learn the skills that they need
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to be efficient and effective in the future.
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One of the cornerstone initiatives
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of the Nissan digital transformation,
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is the setup of digital urban,
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starting with a new digital urban India.
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Could you tell us more about this digital urban?
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It's a new concept in that sense.
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So we are not talking about the traditional offshore model.
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We are not talking about what they call
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the Global Delivery Centers or the GDCs.
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We are talking about building the center of excellence
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where we have new product development capabilities,
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new data delivery capabilities, cyber security capabilities,
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some of the new product development skills
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that we never had before.
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The first came operational in India about a few months ago.
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We are already close to 600 people there
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and the team is already creating great outcomes
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that we are really looking for and we are quite proud
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of what we accomplished so far.
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So where does Nissan digital stand today
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in terms of value?
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Our ambition is to provide 1% revenue growth, 1% overall
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cost reduction, and 20% efficiency in my function.
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We are very well progressing in all disciplines.
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Very specifically speaking,
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even the new capabilities we talked about,
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artificial intelligence, even cybersecurity,
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we have quite a few measurable use cases
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where we've driven value back for the company.
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From a cost reduction perspective,
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we've been measuring the amount
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of real cost that we take out from my function
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so that we can reinvest that back
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into digital transformation.
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That is also going very well.
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So we are quite happy with the progress
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that we've been making that far.
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Thank you Alex.
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Tony, thank you very much.