WEBVTT 1 00:00:04.485 --> 00:00:06.970 line:15% It is my pleasure to introduce Tony Thomas. 2 00:00:06.970 --> 00:00:09.440 line:15% Tony is the global CIO of Nissan. 3 00:00:09.440 --> 00:00:11.990 line:15% Tony, could you tell us more about your roles 4 00:00:11.990 --> 00:00:13.640 and objectives at Nissan? 5 00:00:13.640 --> 00:00:15.980 My responsibility here at Nissan, predominantly, 6 00:00:15.980 --> 00:00:17.900 is to run all the information systems 7 00:00:17.900 --> 00:00:19.520 and the information technology 8 00:00:19.520 --> 00:00:22.790 for the entire value chain, across all regions, 9 00:00:22.790 --> 00:00:24.690 all functions, for Nissan. 10 00:00:24.690 --> 00:00:26.800 What were the key changes for Nissan 11 00:00:26.800 --> 00:00:29.070 to fully capture the value of digital? 12 00:00:29.070 --> 00:00:32.370 We identified that our platforms are really fragmented, 13 00:00:32.370 --> 00:00:35.290 quite obsolete, and in some cases, 14 00:00:35.290 --> 00:00:37.210 we really don't even have the ability 15 00:00:37.210 --> 00:00:39.920 to move at the speed that the business is looking at. 16 00:00:39.920 --> 00:00:42.870 We don't have the ability to capture the data 17 00:00:42.870 --> 00:00:45.750 from the way we want so that we can unlock the value. 18 00:00:45.750 --> 00:00:48.720 Lastly, because my team has not been able to deliver 19 00:00:48.720 --> 00:00:52.000 at the speed and the quality that they were looking for, 20 00:00:52.000 --> 00:00:53.050 the business teams themselves 21 00:00:53.050 --> 00:00:55.020 started solving this problem themselves. 22 00:00:55.020 --> 00:00:56.780 Which meant that there had been a proliferation 23 00:00:56.780 --> 00:00:58.480 of what we call shadow IT, 24 00:00:58.480 --> 00:01:01.210 where systems have been deployed, 25 00:01:01.210 --> 00:01:02.640 but probably not with the right controls 26 00:01:02.640 --> 00:01:04.480 and the scale that we are looking at. 27 00:01:04.480 --> 00:01:06.950 So what are the changes you implemented 28 00:01:06.950 --> 00:01:11.400 to unlock the value of digital and unleash it at scale? 29 00:01:11.400 --> 00:01:14.630 Predominantly, three things. First and foremost, 30 00:01:14.630 --> 00:01:16.820 building the right organization. 31 00:01:16.820 --> 00:01:19.190 Second, ensuring that we have the right portfolio 32 00:01:19.190 --> 00:01:20.830 and the portfolio management. 33 00:01:20.830 --> 00:01:23.270 Third, having the right talent 34 00:01:23.270 --> 00:01:25.380 to drive the outcomes that we look for. 35 00:01:25.380 --> 00:01:27.120 Coming back into the organization, 36 00:01:27.120 --> 00:01:31.030 since we were completely regionally aligned in the past, 37 00:01:31.030 --> 00:01:34.110 we had to move towards a global organization 38 00:01:34.110 --> 00:01:36.330 where we have regional CIOs responsible 39 00:01:36.330 --> 00:01:38.570 for driving outcomes for the regions. 40 00:01:38.570 --> 00:01:39.890 We have global leaders, 41 00:01:39.890 --> 00:01:42.550 who own, functionally, the capabilities that we need 42 00:01:42.550 --> 00:01:43.980 to drive across. 43 00:01:43.980 --> 00:01:45.497 Then, the second thing, like I talked about, 44 00:01:45.497 --> 00:01:46.590 was the portfolio. 45 00:01:46.590 --> 00:01:48.520 We started diligently moving 46 00:01:48.520 --> 00:01:51.750 towards portfolio rationalization and moving 47 00:01:51.750 --> 00:01:54.080 towards more global applications. 48 00:01:54.080 --> 00:01:58.490 We started working towards more agile way of delivering, 49 00:01:58.490 --> 00:02:00.730 rather than the traditional waterfall. 50 00:02:00.730 --> 00:02:04.640 We started focusing on doing more smaller projects, 51 00:02:04.640 --> 00:02:06.010 rather than the long projects. 52 00:02:06.010 --> 00:02:09.010 So we are able to get outcomes much faster. 53 00:02:09.010 --> 00:02:10.750 Coming back to the talent, 54 00:02:10.750 --> 00:02:13.570 our objective is to be truly technical, 55 00:02:13.570 --> 00:02:17.080 so that we can drive the outcomes that we really want. 56 00:02:17.080 --> 00:02:19.330 Which meant that we have to upskill our team, 57 00:02:19.330 --> 00:02:21.930 bring them to the digital skills that we never had before. 58 00:02:21.930 --> 00:02:24.230 So, we created Nissan Digital University, 59 00:02:24.230 --> 00:02:26.860 so our team can learn the skills that they need 60 00:02:26.860 --> 00:02:29.020 to be efficient and effective in the future. 61 00:02:29.020 --> 00:02:30.750 One of the cornerstone initiatives 62 00:02:30.750 --> 00:02:33.560 of the Nissan digital transformation is the setup 63 00:02:33.560 --> 00:02:37.740 of digital hubs, starting with the new digital hub in India. 64 00:02:37.740 --> 00:02:40.100 Would you tell us more about this digital hub? 65 00:02:40.100 --> 00:02:42.210 It's a new concept in that sense. 66 00:02:42.210 --> 00:02:45.190 So, we are not talking about the traditional offshore model. 67 00:02:45.190 --> 00:02:47.010 We are not talking about what they call 68 00:02:47.010 --> 00:02:49.370 the global delivery centers, or the GDCs. 69 00:02:49.370 --> 00:02:52.740 We are talking about building the center of excellence, 70 00:02:52.740 --> 00:02:56.340 where we have new product development capabilities, 71 00:02:56.340 --> 00:03:00.350 new data delivery capabilities, cybersecurity capabilities, 72 00:03:00.350 --> 00:03:02.660 some of the net new product development skill sets 73 00:03:02.660 --> 00:03:05.410 we never had before. The first hub become operational, 74 00:03:05.410 --> 00:03:07.430 in India, about a few months ago. 75 00:03:07.430 --> 00:03:09.800 We are already close to 600 people there. 76 00:03:09.800 --> 00:03:13.050 And the team is already creating great outcomes 77 00:03:13.050 --> 00:03:14.450 that we are really looking for. 78 00:03:14.450 --> 00:03:17.340 And we are quite proud of what we've accomplished so far. 79 00:03:17.340 --> 00:03:19.890 So, where does Nissan Digital stand today 80 00:03:19.890 --> 00:03:21.460 in terms of value? 81 00:03:21.460 --> 00:03:25.724 Our ambition is to provide 1% revenue growth, 82 00:03:25.724 --> 00:03:27.710 1% overall cost reduction, 83 00:03:27.710 --> 00:03:29.760 and 20% efficiency in my function. 84 00:03:29.760 --> 00:03:32.550 We are very well progressing in all these trends. 85 00:03:32.550 --> 00:03:33.950 Very specifically speaking, 86 00:03:33.950 --> 00:03:36.080 even the new capabilities that we've talked about - 87 00:03:36.080 --> 00:03:39.400 artificial intelligence, even cybersecurity - 88 00:03:39.400 --> 00:03:42.770 we have quite a few measurable use cases 89 00:03:42.770 --> 00:03:45.720 where we have driven value back for the company. 90 00:03:45.720 --> 00:03:47.140 From a cost reduction perspective, 91 00:03:47.140 --> 00:03:49.878 we've been measuring the amount of real cost 92 00:03:49.878 --> 00:03:51.631 that we take out from my function, so that 93 00:03:51.631 --> 00:03:53.570 we reinvest that back into the digital transformation. 94 00:03:53.570 --> 00:03:54.660 That is also going very well. 95 00:03:54.660 --> 00:03:56.690 So, we are quite happy with the progress 96 00:03:56.690 --> 00:03:58.856 that we have been making that far. 97 00:03:58.856 --> 00:03:59.689 Thank you. 98 00:03:59.689 --> 00:04:01.033 Tony, thank you very much.