La Digital Trans(IN)formation

La Digital
Trans(IN)formation
Creativo, tecnologico, aumentato
il nuovo homo sapiens
Luca Bonesini – Monza, 21 novembre 2019

Luca Bonesini
Sales Manager, Business Developer, Geek, UnSelling™ Professional
Vicolo Santa Marta, 21 – 24050 Mozzanica (BG) Italy | December 6th, 1970 - Italian, Married
+39 366 688 7125 | +39 0363 82 82 95 | lbonesini@gmail.com | www.lucabonesini.it
More than twenty-five years ICT Sales, Business Development, Product Marketing experience
Creative problem solver, excellent communicator, competent, technical advisor
Business developer, Lead Auditor ISO 27001, Security Consultant, Blogger, Open Source enthusiast
+ EMPLOYMENT
February 2018 – present
VMware | Regional Cloud Management Business Manager | Milan, Italy
In charge of the Cloud Management Platform business sales (vRealize), on premise and SaaS, for Italy. Sales management, consulting, pricing, tech: CMP, Multicloud, Automation, Costing, Container, DevOps. Speaker at business dev events.
April 2014 – January 2018
ECONOCOM | Business Development Manager, Technical Advisor | Milan, Italy
Developed, marketed and sold new business solutions, integrating various technologies and scenarios on Cloud, Mobile, Social, Big Data & Analytics, Internet of Things. Managed partnerships with Apple, Microsoft and Samsung.
July 2010 – March 2014
SOURCESENSE | Sales Manager | Milan & Rome, Italy (Pro-netics Group/Xpeppers)
Sold and marketed consultancy, support, products and services around key Open Source technologies: ECM, Enterprise Search, Big Data, BI, ALM, Agile, Middleware, Cloud, XML, SOA, Mobile, API, Identity Gateway.
Key achievements:
. rebuilt a territory spanning Northern Italy to Rome;
. drove sales of more than €1,5 million annually, 100% direct sales;
. increased revenues by 35% and profits by 25% (15 new customers in 2011, 8 in 2012);
. worked with CxOs from Sole24 Ore, Infocamere, Selex ES, Autogrill, Csi Piemonte, Regione Lombardia,
Gruppo L'Espresso, SAI Fondiaria, Generali, Nordcom, Prysmian, RAI, SAP, Telecomitalia, Banca d'Italia,
Fastweb, Senato, Camera dei Deputati, CNR, H3G, Cineca, Vaticano, Phoenix, Unicredit, Intesa Sanpaolo.
September 2009 – June 2010
TERASYSTEM GROUP | Sales Area Manager North East | Padova, Italy
Responsible for the North-East Italy Sales Area with Total Order Value, Revenues, Margins and Customer satisfaction targets. Definition of the area sales plan for acquiring new clients and vertical development of the existing clients through the sale of value propositions.
Key achievements:
. managed and developed a team of six people;
. worked with CxO from Generali, Autovie Venete, Benetton, UBISS, Unipol, Insiel, T-Systems, Popso, Banco Popolare;
. achieved 110% of quota.
January 2009 – September 2009
ONION (ALTEN GROUP) | Business Unit Manager | Brescia, Italy
Responsible for the ITSM BU’s Profit & Loss, growth and management (10 people total). Worked on prospecting new accounts and developing relationships with clients, making proposals and closing deals; recruited and managed people, defined business plan and managed business
partners relationships. In charge of sales and business development for IT Service Management solutions (BMC Remedy ARS, ITSM, CMDB, ITIL), ERP (SAP, MS Dynamics NAV), CRM (Microsoft), Web Applications, Business Intelligence, IT Infrastructure, Security Solutions, Education
services.
May 2002 – January 2009
ECS (SocGén Group) | Senior Services Sales Executive | Milano, Italy
Originally helped to organize and develop the brand-new presales infrastructure, created to support salesmen selling ICT Services (Asset Management, Business Continuity, IT Security - Multiplatform: IBM Mainframe, iSeries, Unix/Linux Systems, Windows). Eventually moved to Sales as
Senior Executive, in charge of Key Account Clients (managed the negotiation of individual contracts up to €2.5 million per contract). Also developed a good financial knowledge of the IT asset leasing business. Actively involved in the launch of new products/services. Integrated in a real
international team.
Direct management of the following enterprises: T-Systems, Generali, Lombardia Informatica, Brembo.
February 2001 – February 2002
ROHM AND HAAS COMPANY | Project Manager| Philadelphia PA (USA)
Moved overseas (Philadelphia/US) as PM of the Collaborative and Computing World Team; helped planning, developing and deploying the new Lotus Domino infrastructure (18.000 clients worldwide). Managed developers of the software used to migrate/install client machines (PCs,
Palm, Handhelds, etc.). In charge of the infrastructure planning/deployment and support for Asia-Pacific and Latin America
April 1997 - January 2001
ROHM AND HAAS ITALIA | IT Manager | Mozzanica (BG), Italy
Hired as IT infrastructure team leader, eventually promoted to Information Technology Manager. In charge of the Helpdesk and the IT Infrastructure teams (6 people). Managed half-M€ budget, core projects/activities (Disaster Recovery Plan, internal Helpdesk re-organization, new
company merge integration, telecommunication infrastructure renewal, web infrastructure, legacy software development, IT asset leasing). Also involved in the Company Management Board and the Quality Committee.
July 1989 - April 1997
NETWORK SYSTEMS | Owner | Pieve Fissiraga (LO), Italy
Established a new firm called Network Systems, working in the IT Consultancy and Software Development businesses. Developed important business partnerships with Microsoft and Lotus Business Partners, able to rapidly increase the number of customers. In charge of the business
development (sales) and the multiplatform software development areas (PCs, Unix Systems, AS/400).
+ SKILLS AND COMPETENCES
Specialties: Direct Sales, Business Development, Business Management, Client Relationship Management, Product Marketing, International Business, Team Building, Technical Advisory.
Personal profile: entrepreneurial and pro-active, strong drive and keen business mind. Identifies and develops opportunities; innovates and makes things happen. Technically competent/qualified.
Foreign languages: fluent spoken and written English; French (basic knowledge).
Communication: excellent communicator, with good influencing and interpersonal skills.
Flexibility and adaptability, proven by ability to juggle several job assignments at the same time.
Technology savvy with sound knowledge and past experiences in ISO27001/BS7799, Privacy, Security, Networking, Design and Management, OSs, programming, DBs, Storage, Virtualization, ECM, ILM, ITIL, ITSM, Search/Semantic/Social, OSS, SOA, API, BPM, Agile, Cloud, Big Data,
Mobile, IoT.
+ EDUCATION & CERTIFICATION
2005-2007 Systems and Network Security, Università Statale degli Studi di Milano
1989-1992 Computer Science, Università Statale degli Studi di Milano
1984-1989 Computer Science (High School), ITIS Lagrange, Milano, Italy, (56/60)
Extensive professional training in the areas of sales, relationship building and leadership
Various technical sales certification, Lead Auditor ISO27001, BS7799, DNV, Milano, Italy
+ ADDITIONAL INFORMATION / PERSONAL INTERESTS
My two children, family and friends. Technology. Sports (Javelin throw, MTB). Music (bass guitar, singing). My lemon tree.
[I authorize the treatment of my personal data according to GDPR and Italian Legislative Decree n°196/03]
CHI?
LUCA.

Conclusioni
Creativo
Tecnologico
Aumentato
#PERFETTO
#RESILIENTE

«Non è la
specie più forte
o la più
intelligente a
sopravvivere,
ma quella che
si adatta
meglio al
cambiamento»
Prof. Leon C.
Megginson

Digital Life
«Avevamo una vita, esisteva il digitale.
I due si sono avvicinati sempre più, fino a fondersi.
Quasi confondersi»

SMART CITY
DIGITAL LIFE
Internet
Mobile
Cloud

Digital Transformation
«Digital transformation is the change associated with the application of
digital technologies to all aspects of human society»
Università di Washington, US

Perché?
Technology
increases
prosperity
Technology has had a positive impact
on our society. Global GDP has risen
steadily as a result of industrialisation
in the late 1800s, the rise of robots in
the 1970s and the widespread use of
personal computers and the internet
in the 1990s. Research from Oxford
Economics shows that technological
progress has been the main
contributor to the eightfold rise in per
capita income.
The CEP estimates that industrial
robots increased labour productivity,
value added and wages. The
contribution of the increased use of
robots to economic growth has been
substantial, towards 0.37 percent,
based on conservative estimates.
This accounted for just over one tenth
of aggregate growth.
PwC

Perché?
Labour market changes
«Almost 1 million Americans will see their occupations vanish
entirely by 2026»
«Without new skills 41% will have minuscule or no chance of
finding other work”
Università di Washington, US
«In Japan, 21% of jobs are at risk of being automated, in
comparison to 30% of UK jobs, 38% of US jobs and 35% of
German jobs. Japanese employees perform less manual tasks
compared to employees in other countries. In Japan, robot
density is amongst the highest in the world, suggesting workers
may already perform relatively fewer tasks susceptible to be
automated»
PwC

Businesses will look for employees who are good at the
tasks that smart automation struggles to do and that add
value to the use of smart automation. Relatively abstract and
higher- educated skill sets, such as social and creative
intelligence, will be in greater demand.
Low- skilled workers performing non-routine tasks that require
social skills, such as hairdressers, personal trainers and other
service providers, will also remain in high demand.
• Sense-making and giving meaning
• Care and empathy
• Innovation and creativity
• Lifelong learning
PwC
Il nuovo lavoratore

Get people right.
Companies should have a clear,
customer-oriented vision for the
digital transformation.
Get technology right.
Companies need to “be”
digital, not merely ‘”do” digital.
Get the interplay right.
Ensure that the two
perspectives — a people and a
technology focus — co-exist in
the same project teams.
Red Associates

“One of the things
I’ve always found is
that you’ve got to
start with the
customer experience
and work backwards
to the technology (...)
not starting with ‘Let’s
sit down with the
engineers and figure
out what awesome
technology we have
and how are we
going to market
that?’”
Steve Jobs, 1997

Getting Technology Right: ‘Being’ Digital vs. ‘Doing’ Digital
Data Amplifiers Interfaces Algorithms Business logic
The capture and use
of consumer
information,
including user
location data,
spending history,
social media
behavior, device
usage.
The systems that
generate, collect and
manage the data,
including
smartphones,
modems and cloud
servers.
The interactions and
relationships
between devices,
solutions and users,
including apps,
websites, dealerships
and touchscreen
features.
To be digital is to
always think
digital first,
and to take a
whole-company
approach to digital
transformation
The software that
ascribes meaning
and value to the
data, including the
code that identifies
which books to
recommend on
Amazon, the timing
for sending a
personalized note of
congratulations for a
“personal best” run
time from Nike, or
the insight to send a
notification when an
old friend has joined
Facebook.
The benefits to the
business of the
ascribed meaning
and value, including
the revenue,
margins, penetration
and brand metrics.

Una
Sfida
Globale
Attore principale?
Il nuovo
homo sapiens

Tecnologia & Co.
«Al servizio dell’uomo. Mai il contrario»

Artificial Intelligence (AI)
Robotic Process
Automation (RPA)
IoT Security and ICS
(Industrial Control Systems)
Individual software
development
Open, Technology-Based
Ecosystems
Cloud computing
Edge Computing
Distributed Ledger
Technology (DLT)
Virtual Data Platforms
Business Innovation
Architecture
Trends,buzzwords

Additive
Manufacturing
Additive manufacturing (AM)
or 3D printing refers to a
production method whereby
three-dimensional products
are created by successively
layering material using a
computerized or digital
process.

Artificial
Intelligence
New technologies are
focused on augmenting
the processing capabilities
of machines for human-
like intelligence (e.g.,
robotics, natural-language
processing, speech
recognition).

Augmented
Reality
Augmented reality (AR) is a
form of technology used to
provide a digitally enhanced
view of the real world. This
technology layers digital
information (e.g., graphics,
sound, or feedback) on top
of the physical environment
for the user to manipulate.

Automation
Physical objects are
becoming more and more
frequently interconnected
with digital technology
(e.g., advanced robotics
and sensing) and able to
communicate without
human intervention.

Blockchain
Systems
Blockchain systems use a
distributed ledger
technology to promote
transparency, trust, and
decentralized validation
among members of the
digital network.

Cloud Technology
Cloud technology allows
users to access scalable
technology services
immediately via the Internet’s
existing network, promoting
lower infrastructure,
inventory, and overhead
costs, and creating leaps in
computing power and speed,
data storage, and bandwidth.

Crowdsourcing
As consumers are
increasingly interconnected
through social media
platforms and with the rise of
digitalization, collective
intelligence gathering is
being leveraged to elicit
perspectives and insights
from a wide variety of
individuals.

Digitization
The proliferation of new
mobile technologies, the rise
of the Internet of Things,
reliance on sensor and
wearable technologies, and
increased reliance on digital
interaction has shifted the
world from an analog to a
digital one.

Do-It-Yourself
(DIY) Movement
Driven by the ubiquitous
adoption of the Internet and
smartphones, individuals are
increasingly engaging with
the digital world to make
purchasing decisions and
perform tasks without
professional assistance.

Focus on
Transparency
Expectations of government
transparency are growing
while personal data is
becoming more ubiquitous,
creating new implications for
privacy, cybersecurity, and
accountability.

Geospatial
Technology
The process of gathering
and analyzing
geographical data to
understand the locational
patterns of a subject has
become prevalent.

Internet of
Things
The ecosystem of electronic
devices connected to the
Internet that can be accessed
remotely continues to grow
(e.g., sensor technology,
wearable technologies,
connected vehicles).

Next-Gen
Workforce
The retirement of baby
boomers and the growth in
the millennial workforce
requires organizations to
create new incentives to
attract, develop, and retain a
more competitive and
flexible labor pool.

Sharing Economy
The collaborative nature of
the online environment has
led to the rise of the sharing
economy, in which
technology is leveraged to
unlock idle capacity and
provide access to products
through renting or
borrowing.

Social Media
The rise of social media as a
dominant channel/platform
for communication has led to
new forms of rapid connec-
tivity and interaction across
the global landscape (e.g.,
Arab Spring, the 2016 US
presidential election,
Facebook groups for Syrian
refugees).

Technization of
Healthcare
Advances in technology have
enabled digital medicine and
bioinformatics, advanced
genomics, digital
manufacturing, and
nanotechnology, and the
widespread development of
genetically modified
products.

Urbanization
Cities are growing more
quickly than suburban and
rural areas, and are
simultaneously witnessing an
increasing concentration of
wealth. As a result, the
quality of life continues to
improve in urban centers
relative to suburban
communities, and demand
for services is increasing.

Cosa fare?
Tre semplici consigli dal fondatore del World Economic Forum

Strategia n. 1: apprendere
attraverso la pratica e
investire sulle persone
Per coloro che occupano posizioni apicali
nelle aziende, la strategia più importante da
adottare è quella di sperimentare. La quarta
rivoluzione industriale è ancora nella sua fase
preliminare e siamo lungi dall’aver compreso
pienamente le opportunità messe a
disposizione dalle nuove tecnologie.
Ciò non di meno possiamo prevedere alcune
delle dinamiche attraverso cui si sta
realizzando l’attuale rivoluzione, per esempio
il fatto che l’innovazione abbia origine con
sempre maggiore frequenza da settori e
organizzazioni periferici.
Klaus Schwab, ingegnere ed economista
tedesco, fondatore e direttore esecutivo del
World Economic Forum

Strategia n. 2: adottare e
partecipare a nuovi approcci
in termini di governance
Le aziende devono esaminare attentamente le
connessioni tra la leadership interna e le
collaborazioni esterne in merito al ricorso alle
nuove tecnologie, nonché il modo in cui suddette
connessioni influenzino le modalità di concepire,
reperire, sviluppare, distribuire, integrare e
preservare le innovazioni tecnologiche.
Dalla creazione di nuove strutture organizzative
all’implementazione di nuove politiche o pratiche
aziendali, gli approcci adottati dalle aziende in
termini di governance possono modellare norme
e influenzare la cultura e l’atteggiamento
aziendale di interi settori lungo tutta la catena di
valore.
Klaus Schwab, ingegnere ed economista tedesco,
fondatore e direttore esecutivo del World
Economic Forum

Strategia n. 3: sviluppare e
implementare tecnologie
avendo ben chiare le
opportunità da esse derivanti
Infine, ma è comunque un aspetto rilevante, le
aziende devono rivedere l’approccio allo sviluppo
tecnologico.
Guardando oltre gli attuali processi di ricerca e
sviluppo e di produzione, esse devono cercare di
definire il futuro in cui queste tecnologie saranno
sempre più importanti, riflettendo altresì
sull’impatto che la propria cultura organizzativa
avrà su terzi attraverso la realizzazione,
l’acquisizione e la diffusione delle tecnologie.
Klaus Schwab, ingegnere ed economista tedesco,
fondatore e direttore esecutivo del World
Economic Forum

Qualche esempio
Industria 4.0, Society 5.0

Industria 4.0
1° 1784 macchina a
vapore, meccanizzazione
produzione
2° 1870 produzione di massa,
elettricità, motore a scoppio
petrolio
3° 1970 informatica
4° ??? AI, Robotica, IoT

Society 5.0
La Società 5.0 è stata proposta nel
"Quinto piano di base di scienza e
tecnologia" come una società
futura alla quale il Giappone
dovrebbe aspirare.
Società centrata sull'uomo
Tecnologie avanzate in diversi
settori e attività sociali
Più informazioni disponibili
Intelligenza Artificiale

Compiti “a casa”
Una goccia nel mare. Un mare fatto di gocce.

Lanciando una manciata di pietre
qualcosa, da qualche parte, la rompi
Il professor Feng Li, responsabile della tecnologia e manager
dell'innovazione presso la Cass Business School, riconosce il potenziale di
rottura del digitale in tutti i settori, il che significa che la trasformazione
delle imprese è un continuo lavoro in corso, con la digital transformation.
Quindi, piuttosto che concentrarsi sulla trasformazione di operazioni
esistenti, Feng dice che i dirigenti dovrebbero usare la liquidità generata
dal loro core business per investire in nuove iniziative interne ed esterne.
Feng incoraggia i manager che conducono le aziende ad abbracciare
un'ampia sperimentazione, quando parlano di digital transformation.
"La parte più difficile dell'innovazione consiste nel trovare le perle che
generano alti rendimenti", afferma. "Tuttavia, se lanci un sacco di pietre,
romperai una finestra da qualche parte: se investi in 100 idee, poi un
giorno - quando il tuo core business è in fase calante - alcune delle tue
idee potrebbero essere decollate e la tua azienda essere ancora una
produttrice di risultati".

Formazione
Sociale
AziendaTecnologia
Relazioni
Ripetere
Investire
Sperimentare
(Fallire)
Goal!

Ricorda
L’Homo Sapiens è, e
rimane, il fattore
centrale per il
successo di impresa,
purché conservi una
corretta “Saggezza
digitale”, non
facendosi trascinare
da mode, eccesso
d’amore delle
tecnologie.

lbonesini@gmail.com
+39 366 688 7125
@lbonesini
https://lucabonesini.it
Grazie!

Fonti
«Beyond the Noise.The Megatrends of Tomorrow’s World», Deloitte
«Digital Scenarios and Future Skills», University of Washington
«How digital transformation elevates human capital management», Forbes
«Being digital means being more human», Red Associates
«Co-creating the future through Digital Transformation», Nec
«Metafore“disruptive”dell’Homo Sapiens Digitale», Apco
«Human value in the digital age», PwC
«Workforce of the future», PwC

La Digital Trans(IN)formation

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