BABEL magazine nº 2

digital transformation INTERVIEW WITH… Iñaki Ereño CEO of Sanitas “The entire relationship with our clients is 100 % digitalised” Data set What Big Data is really used for in the insurance sector WiZink The easygoing bank of credit and savings, that bets on the digital Mobilise your intranet Guide to using your intranet on your smartphone in five steps New website of HM Hospitales The CEO of the Group introduces us to their new image

DIGITAL VISIONDIGITAL TRANSFORMATIONDIGITAL RELATIONSHIPOPINION EXPERIENCESWhy do they INTERVIEW WITH…call it DigitalTransformation Iñaki Ereñowhen theyreally mean Chief ExecutiveContinuous Officer of SanitasDigital Evolution? “Currently our entire relationship with our clients is 100 % digitalised” 10 12 14 DATA SET NEW WEBSITE TRANSFORMING TRENDS OF HM HOSPITALES YOUR INTRANET What Big Data EXPERIENCES BEST PRACTICES is really used for in the insurance The CEO of the Guide to using Group introduces us our intranet on sector to their new image your smartphone in 5 steps16 18 20WIZINK, THE EASYGOING BANK OF DIGITAL aPaaSCREDIT AND SAVINGS, THAT BETS ON TRANSFORMATION: NEW MODELSTHE DIGITAL SHOW MUST GO ONCASE STUDY EXPERT OPINION 22 23 SAP DIGITAL NEW MODELS TRANSFORMATION OBSERVATORY DIGITAL ADN 2

Editorial Digital Transformation or Continuous ChangeBy Rafael López Technology is democratising itself as tech- ence of their clients. Yet transformation isClapés, nological advances are becoming more not an easy task and, despite the urgencyGeneral Manager accessible to more people and are now an for this process, mistakes are made be-of BABEL integral part of their daily lives. It was only cause the process is not thought through. 20 years ago that the Internet and mobile Objectives need to be set based on theEditorial phones appeared on the scene and now fact that every company is unique and hasBABEL we are inseparable. its own specific priorities. There is no ‘onewww.babel.es size fits all’. What makes up the company Things are constantly changing forcing needs to be assessed; its resources, com- us to adapt. We can adopt the passive petences, and processes. Transformation approach when incorporating it into our is an investment, the success of which is lives, or the active approach by using it to essential to the very survival of the com- help us move forward in what we have to pany. Some organisations have made the do everyday. It is up to us to use it to our mistake of thinking that going digital means advantage, as consumers or as providers, nothing more than having a website or an individually or as part of a group, as private app. It is crucial to have an open mind, be citizens or as a company. creative and bold, work as a team, have an action plan and consult specialists. As citizens and consumers, it has been easy for us to accept these changes into Changes occur at a fast pace. New players our personal environment because they im- are presenting different business models, prove our lifestyle. So what happens when and traditional companies must either you are a provider? Why is it more diffi- change or perish. Even native digital com- cult to incorporate change in established panies cannot rest on their laurels since and organised environments? Maybe it is everything is interconnected and evolving. because we feel threatened, we are afraid to face the unknown, of being useless, or It is this continual change that is modifying that it threatens our way of life and our job. the stereotype models currently in place. Not accepting it does not keep the change How do we define a long-term strategy if from coming. we do not know how the environment is going to change? There is no real desti- We must be prepared to adapt to an ev- nation, only the way the road is being built er-changing environment because we have for the changes as and when they occur. no way of knowing what tomorrow’s tech- The ability to adapt is the key to survival: nology is going to be. Our children are be- accepting that nothing is definite, and that ing showed how to use technology that will what is a good idea today will not even be be obsolete when they are older, preparing an option tomorrow. them for careers that will no longer exist. All they do is studying to be able to adapt. Digital Transformation can only be achieved with the appropriate combination of people Some of this technology is already here; and technology to offer better service mobility, data analytics, digital ubiquity, or based on digitalising, connecting, analys- biometric identification. It is no easy task to ing, and sharing. know what can be done with all this tech- nology but we are capable to imagine their Our destination is unknown, but the road different uses and business models. Further- has to be built. The story of tomorrow has more, technology that does not even exist not yet been written: we can sit around and yet will be with us in just a few years time. wait for it to come to us or we can be a part of those who create that future. Let’s Companies need Digital Transformation so be enterprising. If not, it will be others who that they are not condemned to the indiffer- impose it on us. 3

How digital is your company?Digital Transformation is a company redefinition process that has a significantimpact on the vision, culture, operation, and organisation of a company.BABEL proposes 7 base lines for evaluating the Digital Transformation ofyour business. New Business Customer Models Experience Digital Culture Technological Company Capabilities Governance 1 2 3 4 6 7Observatory VISION 5 IMPLEMENTATION ENGAGEMENT1 Observatory Digitally Modified Processes It is really important to keep up-to-date with state-of-the-art and disruptive tech- nologies and their use, new players and business models. What is your vision for New business models 2 this digital era? 4 6 The opportunities of new business3 Technological models in the digital environment are competence very extensive. How do you design and assess these opportunities? What transformational and innovative factors How to select the right technology for do you want to introduce? radically improving the development and scope of your company? What are your advanced digital skills? Client experience5 Digitally-modified processes How do you use to your advantage the tools and digital channels to create New technologies may dramatically modify a connection and build up a perfect not only the efficiency and quality of the relationship with your clients? What is operational processes, but also the pre- your digital experience with the client? vention of risks at work and compliance to environmental requirements. Which is your Company road map for improvements? governance7 Digital Culture What to do when faced with the challenges of digital governance for With the correct vision and the appropriate transforming your vision into operable leadership, the digital era needs a new initiatives? What are the most appro- ADN that redefines corporate culture. How priate management and coordination are you getting your company involved in Digital Transformation? models for your company? 4

OpinionWhy do they call it DigitalTransformation when they reallyare talking about ConstantDigital Evolution?By José María España, Senior Manager at BABELNo fixed goals. Digital Transformation implies continuous transition that must notbe treated like a standard process.“Transformation is the result of must be treated in the same way Changes in this digital world area process changing its state It as any other process: a Digital occurring at such a speed thatoccurs when a thing, a fact, or an Transformation objective-orientat- instead of thinking about a trans-idea converts into another.” This ed model that remains fixed while formation model, we should bedefinition makes us think of a start these initiatives are executed. There orienting our companies towardsstate and an end state to achieve are already plenty of examples a model of constant evolution, inan objective. However, within the that show that this is not the best which we periodically observe thescope of digital economy, what we approach mainly because when trend from a digital perspective andhave learnt is that this concept is the objective-orientated model is adjust our objectives.not a fixed objective rather than achieved it is already outdated duesomething that is in a constant to changes in the digital context. This vision of continuous digitalstate of change. evolution needs to be embraced If we take a look back on recent and shared. Get rid of the idea thatIn an organizational context, the years, the idea of going digital has a final state needs to be reachedterm “transformation” is used meant many different things for and introduce the need to con-widely to refer to a process of companies over the years. Compa- stantly adapt. This way of oper-profound and radical change that nies have gone from just having a ating is not new to native, digitalorientates a company in a new presence on the Web gradually to- companies but is quite a challengedirection. Often, these Transfor- wards more clearly defined models; for those who are not and whomation Programmes have been e-commerce, social networks, mo- need to take advantage of theapproached using methods that bility, providing a digital user experi- opportunities the digital economyresult in a Project Plan that summa- ence, exploiting the information with has to offer.rizes the list of the project initiatives Big Data, and using Cloud Services.that drive the changes to be made The list of concepts associated with Darwin’s “The Origin of Species”to achieve an objective-orientated this digital economy never stops explains evolution and the survivalmodel. Furthermore, the execution growing; social marketing/analytics, of all living things depending onof these initiatives normally lasts beacons, virtual/augmented reality, constantly adapting to their en-many years. 3D printing, wearables, Internet of vironment and circumstances. A Things, Machine to Machine, and similar theory now needs to be de-There is a big risk that the use of the list goes on. In fact, the speed veloped for the business world, onelanguage and the standard prac- at which we are redefining our dig- that helps companies to introducetice of companies may lead us to ital world has an exponential trend, the changes required to adapt tobelieve that Digital Transformation that is continuously changing. the Constant Digital Evolution. 5

Experiences“The entire relationship with ourclients is 100 % digitalised”Iñaki EreñoChief Executive Officer of Sanitasand member of the Board of Directors of BUPAThe world of healthcare is becoming more BUPA-blue with Blua; a digitalproduct forming part of our commitment to our digital policy. Since its launchjust a few months ago, results have shown how eager our clients are toembrace the Digital Transformation that companies are undergoing. Sanitas, andthe BUPA Group to which it belongs, not only takes this approach very seriously,that also really enjoys it —judging by the passion shown by its CEO—.Let’s take a look: Are your be Participatory Medicine. A for people in remote locations, thehealthcare insurance holders company like ours needs to take reason behind launching Blua. Weplacing more and more value health care to another dimension have a pole position in the raceon technology? where patients take a more active towards transformation.In our industry, and in particular in role in their care. Lastly, the thirdhealth insurance, technology has key would be recognizing the need Could you tell us somethingalways been very important, and to be on smartphones. 85-90 % of more about health insuranceSanitas is used to setting very high our digital exchanges take place marketplaces?technological standards on itself. on smartphones. In Spain, 83 % of the populationWe were the first company to in- have no health-care insurance buttroduce the magnetic-stripe card; How are the companies in your would like a private health-carewe have our own system that sector tackling a Digital Transfor- solution for particular circumstanc-manages the hospitals and doc- mation currently affecting es. Marketplaces such as Sanihubtors in our Medical Directory; the all sectors? allow us to offer specific servicesoperating system of the company Our business is rather unusual at a controlled price without havinghas been completely digitalised for involving hospitals, clinics and to contract private health insur-five years now... as well as many residential homes. This means that ance. For example, 20 physiother-other developments. we can not compare ourselves apy sessions. with other health-care insuranceCan you narrow down to 3 key companies, we have to be more Can you tell us more about Blua?points how technology has outward-looking. What we find are Blua is a health-care product in achanged health care? very different scenarios. There are digital environment. This productFirst, the relationship between the three big trends that we do not embraces three major innova-health care holder and the com- want to miss out on: alternative tions; a paper-free relationshippany providing this health care ways of contracting health-care with our customers, an easierinsurance has been completely insurance, with very interesting and more convenient way ofdigitalised. Currently, 90 % of our examples such as health market- preforming health care tasks, andauthorisations are digital, 45 % places, for which we have created a new approach to health-careof the medical appointments are Sanihub; the development of digital management with regards tomade in digital environments and environments in which medical prevention. Our world has gone85 % of the reimbursements are information is available to the beyond the traditional tell-me-also carried out through digital clients, such as our “My Sanitas” where-it-hurts to a more globalchannels. The second key would environment; and care solutions vision of health. 6

Could you give us an example of a healthcare action being performed in a more con-venient way?It is the little things that change the traditionalhealth care model. A typical example is to con-sult your specialist doctor via video conferenc-ing; in fact, 60 % of the medical consultationsperformed in our hospitals do not even requirethe Doctor to touch the patient to be able togive their diagnosis. Other interesting examplesinclude Telepharmacy and even the option tohave a blood sample taken from your home. Butthere are many more.What phase of development is it at?Blua has two development areas; the new clientwho has been waiting for a solution like this andexisting Sanitas health-care holders who canalso benefit from Blua by adding it to their policy.We are delighted with both.Were your expectations met?We did not set any objectives. Blua is helpingus to prepare for the future and we are enjoyingevery minute of it.What is Sanitas’ opinion about telemedicineas it is today?Providing remote health-care to your patientsis an essential process. The question is figur-ing out how and when. Blua is an example ofremote-health care. Using this as a base, thefuture is full of possibilities.How can Big Data contribute to the evolutionof telemedicine?We have been working on client data for a longtime now. Big Data gives us new tools to im-prove this process. For example, we can createpredictive models, as well as the descriptiveanalytics that we already have.“We have digitalsolutions for the entirevalue chain: signing-up for health-careinsurance, makingan appointment andviewing your resultson-line, among others” 7

ExperiencesHow have you focussed your how likely they would recommend client not only gives their opinion, butdigital policy on the high pene- the company to friends or colleagues, the executives take it into account.tration of smartphones in Spain? and why. We have made many deci-We have been developing apps for sions based on the results of the NPS Let’s zoom-in on the client: Howmobile devices for some time now; collected from micro-moment expe- digitalised is a Sanitas’ client?in fact, all of them are designed riences. It provides an important level Today, 50 % of our health-careusing responsive web criteria. The of information to the company and insurance clients are digitalised:best thing that has happened to us we are really listening to what our re- that is, they connect and exchangein this respect is that we have be- spondents think about the entire value information with us using our digitalcome very flexible. We have digital proposition and then take action. solutions. For example, more thansolutions for the entire value chain: 300,000 clients access their per-signing-up for health-care insurance, Which technological projects sonal medical record and view allmaking an appointment, viewing based on this model would you their medical history. Furthermore,your results on-line, amongst others. like to share with us? since the launch of our digital card We were the first company in Spain in August 2015 we have registeredWhat phase of the user experi- to have an on-line quoting system. It more than 230,000 transactions.ence of Sanitas’ client is chang- was something we bragged about. It is important to realize that not alling the most given the techno- We decided to ask our clients what our clients want to be digitalisedlogical innovation? they thought about it and they and we have to respect that.Life is based on micro-moments. told us it was a disaster. It was aWe have identified micro-moments terrible blow to our pride and we What consequences do you fore-throughout the value chain of our were brought back to reality with see as smart devices for meas-business to which we have mapped a jolt. Now our quoting system is uring your health are becomingan experience Net Promoter Score nothing like our previous one. This more frequently used —phenom-(NPS): a system that captures feed- project correctly identifies the type enon known as iHealth—?back to help us understand how our of change that is occurring in the Wearables that track and monitorclients’ experience of these moments digital economy: prior to digitisation physical fitness are extremely use-influences their overall loyalty and executive opinion prevailed, now the ful, but we are not in this business.“Blua is a health-care product in a digital environment. Itis helping us prepare for the future and we are enjoyingevery minute of it” 8

In Spain we carry out close to 20million medical procedures per yearand these procedures are what wehave to manage correctly to buildpreventative programmes for ourclients. We want to put this infor-mation to good use but it is not upto us to organise it.Apart from being the CEO of PROFILESanitas in Spain, you are alsothe CEO for Latin America and a A real sports fanatic, Iñaki Ereño (Melilla, 1964) calls himself a finisher:Member of the Board of BUPA, when competing, his objective is not to be a high-scorer rather thanwhere also you are Co-Champi- meet the challenge. It is all about dreaming, trainning, having fun andon of the Digital Project... going for the next one. There is no doubt that this drive is a contribu-BUPA is taking Digital Transforma- tor to where he is to today and will take him further in the future.tion very seriously. There are fivefocal points: map all value chain With a degree in Law and Business Administration from ICADEmicro-moments to NPS rating sys- and drawn by the world of sales and marketing, Iiñaki Ereño begantem, the smartphone, data-based working in Sanitas as General Manager for Clients and Marketing,decision making, get used to he is now CEO of Sanitas Europe and Latin & America and also onworking much faster (that which the Board of Directors of BUPA.can not be developed in less thanthree months should be discard- Iñaki formerly held senior positions as Marketing Services Manag-ed), the search for complimentary er of TPI (Telefónica Group), he was the President and founder ofbusiness opportunities. Netels.com and Client Marketing Manager at Continente (known as Carrefour).Are there any Digital Transforma-tion projects in the health care now you realise how brave we were at a time when there there were nosector that are being developed smartphones or YouTube. My ambition to innovate is still part of me andoutside of Spain that you find Sanitas is an ideal environment for me to fulfil it.interesting?There are many really exciting things How does Iñaki Ereño take care of himself?happening in the world. There are There are two things to take into account: physical fitness (I do lots of sport),many examples of companies that and nutritional care (I have to admit I could make more of an effort). This yearhave come from nowhere that are I took part in a Triathlon and a Marathon. I love football and still play games ofrevolutionising the business such as “senior” rugby. I am not a “high scorer” but I am a “finisher”: I prepare for eachOscar Health (a health-care start-up event, enjoy it and come away satisfied for having overcome the challenge.backed by Google) or Healthtab thatempowers patients to directly meas- “Working for longer, healthier, happier lives” is the company’s slo-ure and monitor key health indicators gan, as it is shown on your Twitter account. How do you feel aboutin a digital environment requiring an social networks?agreement between Doctors, Users We understand that social networks are a way of promoting your brand,and Health Care Providers (3 years and it is part of the Senior Management’s responsibility to build on it. I like toago they were unknown and now be active on Twitter because I believe that it is a tool that is an integral partthey are in 170 countries). The pro- of day-to-day activities. We are where our clients and potential clients are.jects for our business model with mil-lions of health-care insurance holders How do you see the future?are not so revolutionary but that Digital environments are going to help us a lot because the specialisation ofdoes not mean to say that there is Sanitas is going to be even highly valued. Working to improve the health ofno change, in fact, transformation is people is very motivating, and I see myself working in health, in Sanitas, butparamount. And let it be known, that with more clients, more projects, and enjoying even more every minute of it.we also want to make an impact.Researching into your previousprofessional experience, we notethat you were the founder ofnetels.com. Are you an entrepre-neur at heart?Those were three exciting years,from 1999 to 2002. Looking back 9

TrendsData set: what Big Data is really usedfor in the insurance sectorBy Carlos Muiño, Manager of BABELWe are becoming more and more aware that Big Data is just another way ofdoing “what has been done already” with Business Intelligence systems (BI). So,how does one discern in a practical way if we are really going to benefit fromevolving a BI process towards Big Data?Taking as a reference point the as opposed to running our routine quotation form to assessing it usingclassic rule of the three “Vs” (vol- BI processes overnight. thousands of additional parametersume, velocity and variety), under- collected in (almost) real time duringpinning the motivation behind Big It will only be worth progressing to- the period in which the contract isData technology, we are beginning wards Big Data if we are prepared valid. We need Big Data.to realise that, in the majority of use to take a step further. This extracases, neither volume nor velocity step involves the integration of new Example 2: pricing and retentionchanges regarding the processes data sources.” A great deal of importance iswe have in place. placed on the analysis of the prob- Example 1: drivers’ behaviour ability that the client renews usingThe detection of fraud and seg- If, when assessing the risk of a driver corporate pricing and retentionmentation for marketing are two based on their accident rate and their systems. This assessment is limitedtypical cases for using Big Data in statistical profile (age, experience, en- to dozens of parameters (accidentinsurance. Indeed, they are core gine capacity), we also analyse their rate of the client, current premium,areas in today’s insurance busi- individual behaviour (using a device etc.). Up to now, there has beenness. It can be argued therefore installed in the vehicle registering no way of incorporating what thethat if we are going to update the real amount of kilometres driven rest of the market has to offer toour processes, using the same and driving habits, like in ‘Pay As the client at the moment in whichdata that we already have, then You Drive’ insurance), this would be the client is thinking about renewingBig Data will not give us any new, adding a new, completely different their health-care insurance cover.relevant results in either of the two source of data to the process. We go It is something as easy as usingcases. Nor is it critical for either from assessing the risk with doz- a comparison application or quitecase to be performed in real time ens of parameters collected in the simply picking up the phone. 10

It will only be The butterfly effectworth progressing in ‘Pay As You Drive’ insurancetowards Big Dataif we are prepared We have no idea what will be the detonator that will set off theto take a step explosive growth of ‘Pay As You Drive’ insurance in Spain sincefurther. This extra there are so many parameters involved that it looks unlikely tostep involves the happen in the near future.integration of newdata sources. In Italy it was a small regulatory incentive that activated the market and in just a few years there are already more than 3With Big Data, we can analyse the million vehicles with ‘Pay As You Drive’ systems.competition on a client-to-clientlevel and respond to their search Virtual SIM cards (IeSIMs) are imminent in Spain and will be keyfor a better price in real time. To do to helping the Internet of Things (IoT) and, above all, Connect-this , we would need to incorpo- ed Cars enter the market.rate into our processes these newdata sources, of great volume, and Not forgetting that In the United States, in the first quarter ofwhose format we do not control 2016, for the first time ever, the number of new mobile lines forbecause it comes from third-party vehicles surpassed new smartphones lines. In the not too dis-systems. It is in this environment tant future a regulatory initiative in Europe will soon require thatthat our current Business Intel- all vehicles are equipped with an emergency-call system thatligence system can not help us will, without any doubt, significantly speed up the penetrationbecause there are large volumes of of the Connected Car into the market.data, in real time, from third-partysystems, and in many different for- The result of these initiatives can be compared to the flappingmats; an ideal ecosystem in which wings of a butterfly; small causes that can have large effects. Forour Big Data can grow and turn it example, the exact path taken by a hurricane being influencedinto a success story. Big data use by minor perturbations, such as the flapping of the wings of acases are when massive new data distant butterfly several weeks later. In this context, the hurricanesources are integrated. of ‘Pay As You Drive’ insurance will arrive when the Sales De- partments of the Insurance Companies find out what their Actu- ary Departments already know: if they could collect data on how their insurance holders actually drive this could result in up to a 20 % improvement in the the pooled-odds ratio (profit margin) of the insurance company. Another commercial war on the horizon when the battle for the direct channel has not ended yet. Over 15 years ago, we witnessed a revolution in the insurance sector: the market wanted to distinguish “good” drivers from “bad” drivers depending on their accident rate history. This par- adigm still exists today. A new revolution is imminent: not only can we use accident rates to classify a driver but also we can analyse the way they drive in real time. This will probably be the last change to car insurance as we know it today due to the arrival of self-driving cars. Knowing exactly how their insurance holders actually drive could result in up to a 20 % increase in the profit margin of an insurance company. 11

ExperiencesNew website of HM HospitalesSergio García is the Information Systems and ICT Manager of HM Hospitales, aswell as being granted the European CIO of the Year (2016) award for medium-sized companies. Let´s take a glimpse into the HM world that has become ahuge success story in the sector.Starting point The secret Making life easier to successThe objective of launching a new for patientswebsite for HM Hospitales was, • Improve the access to con-in the words of their Information tent and all patient functions There are two types of patients whoSystems and ICT Manager, Sergio on the website. use the website: new patients andGarcía, “to offer a better service existing patients who already knowto all of our patients”. Their old • A dashboard where the HM Hospitales. The registrationwebsite was too traditional. It was patient can access services process of new patients is impor-a shop window displaying informa- such as requesting appoint- tant. Both patient types benefit fromtion about the health-care services ments on-line, view their the new features. All of the process-on offer by the company in such medical history, query pend- es are much quicker. For example,a format that our patients found it ing appointments, consult the registered patients can performdifficult to find the services that they Medical Directory, etc. processes that are easy to accesswere interested in. on the website such as requesting • More powerful search engine. a copy of an invoice, downloadingDestination • Enhance content. Not for- test results to show them to another specialist or sharing records withThe main requirements for the getting the excellent investi- their General Practitioner. In thisdesign of the new website were to gation work HM Hospitales way, they do not need to physicallyincrease traffic, make the client the are doing and the information go to the hospital.centre of attention in such a way they can offer about certainthat they feel they are being cared medical conditions.for, and make our services moreaccessible”, Sergio García explains. 12

Pioneers in the health care sector Next steps These new features are the answers to a latent After the launch of the website, HM demand in the world of health care: “Every time we Hospitales is already working on oth- perform Pilot Testing giving access to particular infor- er projects: a more comprehensive mation or digitalizing a complete process, the clients app for patients and another oneaccept it and then ask for it. It is difficult to get patients to under- for internal use by employees, “tostand that if they can perform a bank transfer or book a holiday close the life-cycle of our patients.”on-line they can also perform the administrative procedures to be In addition, they are immersed inadmitted into hospital in the same way. Clients seek immediacy innovative projects involving tele-and comfort, and the website helps us a lot with that”, comments consultation using new technologiesSergio García. for medical procedures that do not require the patient physically coming Elected technology to the hospital and that can be done remotely. “We appreciate how tech-Multi-platform HM Hospitales have chosen Share- nology can provide solutions and Point by Microsoft to provide this improve processes,” the Informationand multi-device solution since it is already being Systems and ICT Manager of the used on their intranet. It also has company concludes.Right now the traffic from mobile the added-value of being able todevices is more than PCs. Above manage documents and web con- Travelling companionsall in Spain where the penetration tent which was another factor forrate of smartphones is very high. deciding to use it in the web chan- “We have been working“It is essential that patients are nel. “From one repository we can with BABEL for manyable to access our services from share news on the website, with our years now,” states Sergiotheir smartphone, computer or a intranet, with apps without having to García- First, we collaborated intablet,” stresses the CEO of HM ask for it to be done three different the development of an integratedHospitales. “We fail to understand times”, explains Sergio García. platform and then in the changethe value of a website that does of the look and feel of the intranet.not adapt to all types of devices”. Ground breaking result These activities led to the idea ofThe direct result of our hard work creating a new website. The Infor-is a highly adaptable, multi-de- mation Systems and ICT Directorvice, multi-platform website that of HM Hospitales qualifies that “ourcan be easily accessed to per- collaboration with BABEL has beenform all tasks.” very good, and that they have been providing excellent maintenance and support services.”“The structure of “The new website is different andthe website has ground breaking,” states Sergiobeen completely García. “It is pioneer in the healthredesigned making care sector in Spain.” For exam-it clearer and more ple, ideas were taken on whataccessible” was done on the other side of the pond, in the United States, in order to place the patient at the centre of all the processes. “We want to make all information ac- cessible to clients,” insists García. To do this, we had to complete- ly redesign the website and its structure to make it clearer and more accessible. 13

Best practicesTransforming your intranetBy Juan Fernández Castillo, Senior Manager of BABELYou have a video-conference call today at the Head Office, so you reserve aparking space online on the intranet; the same intranet where you can notice thatthe spirit of your colleagues at the office “could be better”, it must be because thelocal football team lost. At the same time you receive on it a notification informingyou of a possible increase in calls to the Contact Centre in response to the newcampaign and you request for more resources. All these actions were donethrough your smartphone, even before taking your children to school.Resolving multiple, routine man- own employees. So, we need an porate tools that, in many cases,agement tasks on smartphones is approach that facilitates tools for have been complimented efficient-already a reality in many organi- daily tasks and which helps them ly with internal social networks.sations. All the services that we to be more productive. Likewise, mobile devices form anare talking about are available integral part of our lives. Havingand the only thing you need to Intranets, with all the functions access to the internet from smart-do is to provide users the access employees need to carry out their phones has become a commodityto these functions. Even though work, have been an integral part that will soon be compared tocustomers are the most important of companies for some years now. having electricity in your home;asset to a business, the real driv- Organisations have reached a high something standard and availableing force of any company is their level of maturity regarding cor- to all. Who benefits from Transformation? Transforming your intranet means to adapt what you already have to the characteristics of the devices on which it shall be used; anything from instant messaging, GPS, the camera, to voice-over-IP to make and receive calls. Three groups who could benefit from intranet transformation are: First, the primary beneficiaries of this approach are the employees who will be able to work quicker and in a more flexible way; routine tasks such as holidays approval, changing shifts with colleagues or consulting their salary, can be done without having to be physically in the office. The most obvious advantage to this approach is that you can increase the number of users having access, since there is no reason why each employee has to have a physical place or PC within the working environment, from which they perform these tasks. Second, those responsible for communication also benefit from a channel for sending infor- mation to a wide audience. It facilitates the task of aligning employees with the values and objectives of the company. Communication is two-way; you can get to know what your employees think, their concerns, and what motivates them. The more information they have, the more productive they are, since they are able to work on their own and make decisions. Third, the Management or the IT Department can update the technological platform of the intranet in sequential order with the subsequent control over expenses and ease of implementation. The use of microservices provides easy-to-use API’s that are deployable to smartphone applications as a leverage to intranet content.Transforming and adapting your intranet to smartphones not only makes the work easier for your em-ployees but brings you closer to them through technology, which is already an integral part of their lives. 14

Guide to accessing an5 stepsintranet from smartphones inUsing our corporate software on smartphones is no an easy task. Modifying our existing website to makeit compatible with smartphones would involve a lot of work, money and time. Creating a new intranet fromscratch is not an option.The most viable solution is to develop a mobile application, incorporating the most frequently used func-tions on the intranet. This option is sustainable and can be gradually implemented. A direct transfer of saidfunctions is not a good approach since the objective is to improve employee’s experience and to facilitatetheir work.To make our intranet mobile we need to identify those operations that would add value if they were per-formed from a smartphone. For this purpose we developed a five-step plan:01 Selecting which functions are most used by the employees.02 Improving the user experience rethinking the way in which the employee interacts with the application.03 Creating a roadmap of functions to be gradually incorporated into our application (subject to economic and time factors).04 Starting development of applications in priority order.05 Informing employees of the launching and advantages of the new application and we will assure that the work carried out fulfils the objectives.It is important to identify the most frequent tasks performed by the user inthis process so that the mobile features add value to their experience. API MANAGER Rethinking the application for mobile ! 1 devices to improve the user experience 2 is very important 3 15

Case studyWiZink, the easygoing bank of creditand savings, that bets on the digitalSimplicity as a distinguishing value. This way of thinking personifies WiZink, anew brand developed by bancopopular-e to transform and strengthen the bankdigital channel.In June 2014, Banco Popular and easy saving solutions to cli- that are as simple as strategic: whatGroup bought the Consumer ents, through a digital channel. are the demands of the clients to theBanking business in Spain owned new banking? what do they expectby Citibank. In December of the The new brand, WiZink, has many from a bank based on providing spe-same year, Banco Popular an- strengths; the online banking solid cific solutions to credit and savings?nounced the signing of an agree- experience of bancopopular-e, the The background and experience ofment with the American company experience of Citibank in the credit the teams integrating the project ofVärde Partners for the sale of 51 % card sector, the solvency of their WiZink is backed by their desire toof their stake in bancopopular-e, shareholders (Banco Popular and understand the requirements of thewhich included the Banco Popular Värde Partners), together with their client. Their commitment to activebank card business acquired by commitment to improving the rela- listening and keeping up with marketCitibank España. tionship with their clients through trends has shown that the clients online channels. are demanding flexibility, availability,The purpose of this transformation accessibility, trust, security, guaran-was to convert the entity into a The objective of this transformation tees, transparency, not forgetting thebank, specialised in credit cards process is to answer two questions profitability they get from their bank.td 16

It is for this reason that WiZink has The Advantage of specialising “Our solutions are part of a versatiledecided to become a simple prac- “Unlike a bank with consolidated ecosystem that can be accessedtical bank. Specialised in credit and platforms, we have been able to from the website, mobile applica-savings (cards and deposits) for the develop digital solutions based tions, secure customer care digitaldaily needs of their clients. A bank on a simple, specialised and environments, social networksfor managing routine tasks, com- flexible model, that means to and blogs as well as other chan-plimenting the other banks used by facilitate a modular design that nels such as telebanking. Thesetheir clients which manage for them can be adapted to the chang- multiple access points providesother types of services. All this ing needs of the clients”, adds a cross-channel business modelbased on a solid digital platform. Olga. “In our case, specialisation to increase customer experience has been an advantage and a and, by default, they improve our“The work over the last few months strength for the added-value pro- relationship with the client”, pointshas been intense in all areas”, posal that the bank has defined out Olga Carmona.explains Olga Carmona, Client for their clients.”Management and Digital Strategy Clients want to be able to choose,Manager of WiZink. “Our overall Clients want the banks to offer at every point along the serviceobjective is to make things simple do-it-yourself management and channel, how they wish to accessand this has been achieved by assessment solutions. “Under- and manage their requirements.developing tools that cover the standing what they want and how The objective of WiZink is thatexpectations in all areas; products, they want it is what makes the when they do it, they realise howstrategy, organizational structure, difference among the leaders of the easy it is to work with the bank,brand, client care services, and so retail banking sector. It is for this from activating a card the very firston. In addition, the bank has made reason that we have been working time to consulting statements ora large investment in technology on a quick experience, which can managing saving deposits.to offer the best digital services be done from any location, easythrough one of the most advanced and practical, in only a few clicks,” “We have focused our digitalisa-platforms in the sector”. explains Olga Carmona. tion strategy on rationalising and processing the requirements and wishes of our clients, specially when they pay with their cards and man- age their personal finances. Further- more, to facilitate this management, the bank has opted for the integrat- ed solution approach as opposed to the vertical applications currently on the market. We are convinced that our commitment to simplicity will make us stand out from the rest”, concludes Olga Carmona, Client Management and Digital Strategy Manager for WiZink. WiZink decided to become a practical bank. Specialised in credit and savings,with simple productsfor the daily needs of their clients 17

Expert opinionDigital Transformation: show must go onAnother year has gone by, making it the 4th year that BABEL holds its ICTManagers Congress. A meeting between some of the most prominent leaders inthe ICT arena which has turned into a forum to share knowledge and talk abouttheir concerns. The Digital Transformation of a company remains its central topicin this edition, but focusing on how to apply new models and organisationalstrategies to ICT areas.In the image, all participants at the IV ICT Managers Congress together with some representatives from BABEL.Platea Madrid was the IV ICT Managers Congress venue Jesús Eguíluz from the Spanish Social Security, Juanfor the organised by BABEL. A unique setting where ten Carlos Moro from Seur, Emilio Tovar from Telepizza andtechnological leaders from top companies took part in an Carlos Moreno from Vodafone, accompanied by the mainanimated discussion forum about organizational and op- managers of BABEL have put agile methodology undererational trends in the ICT arena. José María Tavera from the spotlight: bringing out its lights and shadows.Acciona, Rafael Abreu from Bergé, Nicolás Elías Vinuesafrom Enagás, Manuel España from FCC, Pablo de la Among other topics covered during the Congress,Puente from Gestamp, Fernando Lucero from Iberdrola, the concerns these companies have with this meth-Speed is valued over The internal processes of the Agile does not work for all”perfection” company are not agile yet”Agile has a quality cost and it We are looking for a balance Agile methodologies are notis not always acceptable” between agility and efficiency the answer to a technological of the operation” problem rather than a problem when it comes to managing people” 18

Juan Carlos Moro, from Seur, and Fernando Lucero, from Iberdrola. weigh (IT area cannot be the only one to change), reg- ulation, refactoring million-euros budgets, and the new paradigm where the immediacy of the consumer for quick solutions takes precedence over quality, forcing the largest companies to find a balance between the required efficiency and the stability of the system.To the right, Rafael López Clapés, Managing Director o BABEL, with other It has been a very interesting day, because many ideasparticipants at the Congress. have been shared. “It is essential to use agile meth- odology as opposed to more structured work models,odology, the projects in progress and even failures however, do we run the risk that components fail inthat have enabled the managers to learn and improve certain parts of the system?” concludes Rafael Lópeztheir strategies were discussed. It was agreed that the Clapés, Managing Director of BABEL. Immediacy hascollaborative effort characteristic to agile methodology become the most important value,and it results in awas the most frequently used particularly in retail and cultural change, where agile solutions prevail over theircustomer relationship areas, together with the more more inflexible counterparts. The curtain closes, buttraditional models. This is also the case in the interna- the debate continues.tional arena; some of the participant companies arepresent in different countries and industries in whichthere are “different activities and requirements at dif-ferent rhythms”, where collaborative models are key tosuccess. Or in the concrete case of the public sector,they don’t refuse to be this path because they need tobe agile despite the obstacles.Other topics, that were touched upon, included cor-porate culture as a component that a company should José María Tavera from Acciona.There is no clear objective There is a generational factor An agile methodology if notor methodology. But it is of immediacy” controlled, is useless”the path”It is a very deep cultural topic. It is possible to make It is essential that theThere are many important the best of an agile different models collaboratechanges to be made” methodology without having with a cross-functional to fall into disorder” centre of gravity” 19

New modelsThe latest in application platformsBy Leopoldo Colorado, Senior Manager of BABELDigital Transformation requires reinventing on a continuous basis and companieshave many solutions that can help them set their objectives and achieve them.Application platforms to support these shifts are considered as one of the best.RAD Solutions (Rapid Application Development is no longer orientat- problems rather than strategicDevelopment), Low-Code platforms ed towards a productivity tool rather components. A good tool of thisor Application Platforms as a Service than towards the business and the type must provide:(aPaaS). Known by different names, value they provide. That is why theythe objective of these solutions is to have become Service Platforms. • Multi-device support: develop-provide an environment to develop ment suitable for any device,and execute business applications. These platforms are perfect for with special emphasis on mobile agile format projects since they devices, and a solution to theA new perspective support the prototype phase, in- needs of the mobile environmentCurrent development has redefined creasing productivity and facilitating (performance, off-line mode, etc.).its value proposition and now offers continuous improvement thanksa service that makes possible the to the integral management of the • Visual development: to facili-modelling of an application plat- application life cycle. tate the creation of applicationsform. This makes the infrastructure using visual tools, increasingand the architecture needed to Basic requirements team productivity and improvingexecute it irrelevant and changes Platforms for business applications maintenance.the way we understand business. are not solutions to occasional • Integration capacity: all business applications need to commu- 20

nicate with other corporate place for applications, where • Evolution: founded in the year systems which is why integration software developers could offer 2000, this solution has been is an absolute must. their solutions to companies in adapting towards offering a• Process-oriented: all business a similar way to the applications comprehensive platform that applications, in particular man- stores for mobile phones we embraces the entire life cycle of agement applications, need to are familiar with today. It is an the application, so that it can be manage work teams and pro- example of how a solution that deployed in cloud and on-prem- cesses allowing them to coordi- originally had a specific function ise environments. nate these tasks. has moved towards solutions• Support the entire life cycle: pro- with a more general approach. • Value: this type of platform viding a seamless development focuses its value proposition on experience, allowing applications Outsystems productivity and the reduction of to be deployed from the same This is an example of a low-code time-to-market, being very suit- environment and with as few solution that was originated straight able to agile-developed environ- actions as possible. as a multi-purpose platform. ments where the business user• Extensible: it must facilitate alter- is fully involved. native means of circumventing the limitations of the platform so that its services can be extended using well-designed mechanisms.Specialist analysis“It is a good time to analyse thistype of solution and incorporateit into a company’s strategic planas a technological accelerator ofchange. This is the key to allowingcompanies to implement their busi-ness ideas more effectively.”The best low-code platformsThe level of maturity and complexitythat is being reached makes it diffi-cult for new players to be included,so we really need to pay attentionto the existing ones.SalesforceIts objective is to provide a com-prehensive solution for the rela-tionship with clients; from the mar-keting solution through to salesand post-sales. It started off as acloud solution and is now offeredas a service.• Evolution: for a while, its slogan Service was “No company software” platforms are not and even its logo (a no entry sign development- over the word software) reflects orientated this spirit. This gave rise to a but business highly customizable solution that orientated became a multi-purpose platform. Force.com was the direct result; an application platform currently supporting solutions such as Sales (a selling solution) or Service (a customer care solution) as well as other business applications.• Innovation: Salesforce intro- duced the concept of Market- 21

New modelsWhy pick SAP Business ByDesign asthe new ERP of our company?By Carlos Muiño and Javier Palacio, Managers of BABELOn hearing the word “SAP” immediately you think of the brand: prestigioussolutions, heavy weight and expensive. Fortunately, the SAP strategy haschanged. It now offers a solution to past limitations with new decisive advantages.SAP Business ByDesign is the vestment in order to have first-levelnew SAP ERP in a cloud for- business management software:mat, fully hosted and supported SAP Business ByDesign is onlyby SAP itself, which includes marketed for SaaS, with a monthlySAP HANA technology from an cost depending on the number ofin-memory database. active users.Advantages of SAP Business Other benefitsByDesignFor big companies... Service Infrastructure:This type of company continues to The fact that it is provided by SAPhave a System Development Kit to itself is a big guarantee for thepersonalise their systems and now client, and proof of the strategicthey have no need to worry about importance that the manufacturerversion updates since SAP does gives to this product.this for them in a scheduled andtransparent way. Mature solution • Perfect vehicle to internationalise • More than 4,000 installations in companiesFor medium-sized companies...There is no need to make a big in- the world Extremely efficient implementa- • Supported platform in more than tion process SAP’s experience of more than 90 countries 40 years as a leader in business software is integrated into this application. Specialist analysis Many general solutions seem to be ‘unfinished’. The gap between what the manufacturer offers and what the client actually needs is very big, forcing the host organisa- tion into the conflict-ridden mam- moth task of pursuing a project that needs to adapt. SAP Business ByDesign has a lot of advantages (outsourcing of infrastructures and support, version updating man- aged by the manufacturer them- selves, the latest technology such as HANA, affordable and scaled cost according to use, etc.), but without any doubt, the greatest advantage of them all is that it drastically simplifies the implemen- tation process. 22

Digital DNADigital Transformation Observatory Countdown Mapping the client’s journey Six steps for Digital Transformation 54 % has completed the mapping of 1. Status Quo 2. Experimental phase: higher profile the client’s journey (or are preparing it) and activity 20 % is mapping the “mobile” 3. First official results: sense of urgency 4. Strategic approach: collaboration for consumer journey creating a roadmap Only 29 % has a roadmap for 5. Convergence: the DNA of the entire several years guiding them through company transforms their Digital Transformation 6. Innovation and flexibility: the culture Who is leading of innovation becomes a priority. Transformation? Promoters 34 % CMO 27 % CEO What inspires Digital 19 % CIO/CTO Transformation in a Which are the company? tangible benefits of 55 % Transformation? Client experience (CX) 41 % 53 % More market share Being able to create 37 % new markets Positive impact 49 % on employees Competition pressure 37 % 42 % Increased client engagement in digital New regulation guidelines channels Travelling partners 32 %51% Increased web and mobile traffic 30 % More revenue from clientsof the companies have What are the main challenges? agreements with the start-up ecosystem • 71 % understanding the impact/behaviour of a new consumer • 69 % lack of data/ROI justifying the Transformation • 67 % risk management, compliance and/or legal complications • 63 % changing the corporate culture to be able to adapt • 62 % lack of a budgetSource: “The 2016 State of Digital Transformation”, prepared by Altimeter based on a survey of 528 professionals withstrategic and executive profiles in Digital Transformation. 23

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