Siemens AG April 2020 by Business Chief Europe

EMBRACING A HUMAN-CENTRIC APPROACH IN DIGITAL TRANSFORMATION

IN ASSOCIATION WITH

DIGITAL REPORT 2020

SIEMENS AG

EMBRACING A HUMAN-CENTRIC APPROACH IN DIGITAL TRANSFORMATION

APRIL 2020

e uro pew .busi w w.ne s i essc m ehief. n s . ccom om

SIEMENS AG

Gia Thi Nguyen, Head of Operational Excellence, discusses the importance of digital transformation and operating with a human-centric approach

“

y dear, here in Wonderland, we must run as fast as we can, just to stay in place. And if you wish to go anywhere,

you must run twice as fast as that,” wrote Lewis Carroll, author of Alice in Wonderland. While to many, it’s simply a quotation from a children’s novel, to Gia Thi Nguyen, Head of Operational Excellence, it’s a powerful mantra 04

for technological change. Thi sees the true value of the words in Carroll’s famous book and believes it accurately defines digital transformation as a whole. “Digital transformation is about agility, speed and even more importantly, it’s just 1% digital and 99% human,” affirms Thi. “This means that the human-centric approach is key in regards to any digital transformation.” Thi has worked in five different countries including the UK, Czech Republic, Vietnam, Spain and Germany. That diversity of experience has provided him with a philosophy of operating with a human-centric approach that focuses on attributes that define humans such as: compassion, empathy, curiosity and creativity. Thi affirms that unlocking digital

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“ IT’S ABOUT MAKING THE MOST OUT OF EVERY SITUATION LIFE THROWS AT YOU” 08

— Gia Thi Nguyen, Head of Operational Excellence

transformation means harnessing the human touch. “You need to have a human-centric approach because it’s vital to ensure you empower and are empowered by technology,” explains Thi. “That’s why it’s essential to focus on the traits that define humans which will allow creativity to be unlocked and to ensure digital transformation becomes a positive story.” Due to the speed at which technology is evolving, there is the concern from some industries that robots and artificial intelligence (AI)

E X ECU T I VE P RO FI LE

Gia Thi Nguyen Having begun his career at Siemens 17 years ago, Gia Thi Nguyen started as a Process Analyst in the ERP environment in IT. Thi quickly progressed to become the Chief Information Officer (CIO) of Siemens’ regional company in Vietnam before moving onto head up a number of financial positions, including becoming the Chief Financial Officer (CFO) of a Siemens subsidiary in Spain. Thi has worked in seven manufacturing environments in five different countries in total, such as the UK, Czech Republic, Vietnam, Spain and Germany. Moving into his current role as Head of Operational Excellence in January 2016, Thi has helped oversee the firm’s continued digital transformation interests.

The Umbrella Analogy – when Strategy meets Execution CLICK TO WATCH

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could replace humans one day.

to focus on what humans do best.”

However, Thi believes the more

Although the acceleration of AI

pressing issue is ensuring that

and Big Data is primarily considered

humans don’t become robots

a positive in all sectors, Thi acknowl-

themselves. “A big concern of

edges why people might be reluctant

mine is that humans are becoming

to embrace change. “The biggest

addicted to mobile phones and

challenge digital transformation

are reliant on technology in order

faces is fear. People are afraid they

to function from day to day,” he

might lose their jobs or are unsure

explains. “When I talk about redis-

how their job might be impacted.

covering humanity by the use of

However, fear is just an emotion

technology, it is really about how

and I can work with that,” he ex-

you can make use of the transforma-

plains. “I would be much more

tive power of technology to be able

worried if I were dealing with people w w w. s i e m e n s . c o m

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who are apathetic. I believe you need to be very honest and recognise that you just don’t have all the answers, but you can offer an inclusive approach that says ‘Let’s find the answers together’.” Thi believes that his success in Operational Excellence is down to a positive mentality of adapting to all situations. “There are so many things in life we can’t control. I don’t know if it’s going to rain or whether the sun is going to shine tomorrow, 12

but what I can control is whether I want to get wet or not,” he explains. “My advice would be to bring an umbrella: if I bring one but the sun is shining, at least then I have an umbrella for sun protection. It’s

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“ A HERO CAN COME FROM ANYWHERE BUT NOT EVERYONE CAN BE A HERO” — Gia Thi Nguyen, Head of Operational Excellence

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Ingenuity drives us CLICK TO WATCH

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OUR PARTNERS Thi has established several key, strategic partnerships that help him drive his digital transformation goals forward. These partnerships are with:

SAP Germany

“SAP Germany has been a trusted partner for many years. They are a powerhouse in the industry and a very good example of what sustainable partners really mean. I don’t just choose to work with them because we’ve done business together for such a long time. We have reinvented different use cases on how we can help each other and attain what we need to do. While the robust core of transactional systems like SAP ERP for Order to Cash and Flowfactory for Offer to Order is in place, process mining by Celonis provides the transparency and proof of how global process performance in very complex environments can be shown, is also thanks to a corporate standard implementation of SAP HANA technology. It’s really impressive to know that I have hundreds of millions activities like “Create Sales Order item” or “Change Price” from all around the world sitting in one data lake that runs on SAP HANA.”

Flowfactory “Based on Flowfactory platform, we have created a robust yet scalable transactional system for the ‘Offer to Order’ processes with a blazing speed at a fraction of cost usually budgeted and spent for such endeavors. I needed an integrated and infinitely flexible platform that could handle the processing of my agreements, as well as pricing processes to the maintenance of complex pricing structures for the global customer base. Enabling flexible workflows with approval logics that could be implemented by business users themselves is not an easy task, so I’m happy to use Flowfactory as an elastic layer on top of the legacy — where we can co-create all of these things in a much faster, leaner and fun way.”

Pega “As SAP provides the foundation where all transactional and master data are created for ‘Order to Cash’ processes, Flowfactory handles the same for ‘Offer to Order’ processes. However, since these processes also involve people — internal stakeholders as well as external customers, we have partnered with Pega, who allows us to not only digitally engage and collaborate with all the stakeholders involved, but to also automate many use cases and even address new cases we haven’t been able to think about

before. To do this on a global scale across countries and continents is not a simple task, but the Pega framework allows us to do exactly this.”

are highlighted by the Digital Fit Rate, a KPI which we have established in the Order to Cash processes that tracks the number of manual interventions in an organisation on a global scale for every single country and portfolio unit.”

Capgemini “Capgemini has saved me many hours of unnecessary work by spurring my attention to initiatives with clear business benefits, externally as well as internally, some of which I didn’t even have knowledge of. It’s really great to have Capgemini as a partner”

Celonis “When I look at the partnership with Celonis for the last three years in my realm of responsibilities, it’s been an incredible ride. Celonis has helped me find answers to questions I didn’t even dare to ask. With this ultimate transparency in processes, I could focus on solving painpoints. I believe that Celonis process mining is going to be such a normal thing to use, just as we use Excel today. It’s a toolset which I now can’t do without. I have digitalised my processes through the convergence of different kinds of technological aspects, such as process mining which provides a level of incredible transparency that allows us to formulate the necessary actions to improve processes. This could relate to increasing the level of automation or reducing the amount of manual rework, all of these improvements

GetAccept “In terms of my relationship with GetAccept, a Swedish Silicon Valley based startup, it’s a very interesting journey because the partnership is relatively new, however, is truly an example of what it means when traditional companies meet smaller companies. Not everyone can be a hero, like GetAcccept, but a hero like GetAccept can come from anywhere — we don’t need to go to only the well-known IT vendors such as the big software players. GetAccept allows me to communicate with my customers and to engage them in rich experiences. The platform provides an eSigning and document tracking capability in order to really drive sales growth, but also to understand customers much better. From time to time, there are use cases that require me to challenge myself. wwPartners such as GetAccept are really important because it’s so easy to go for an established name, but it requires foresight and courage to engage with startups requiring them to deliver on enterprise level requirements.”

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Welcome to the Superfluid Enterprise Celonis turns business processes into extraordinary experiences, for your customers and your employees. Get started with Process Mining today at www.Celonis.com

about making the most out of every

vision of the potential outcome is

situation life throws at you.” With

important to encourage perspective,

his positive analogies allowing

the ability of adapting to change

people across a variety of different

consistently is how success can

industries to relate to his messages,

ultimately be measured. “It’s impor-

Thi affirms that although a clear

tant to have a clear strategy of w w w. s i e m e n s . c o m

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Gia Thi Nguyen on Utilising Technology CLICK TO WATCH

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where you want to be, as well as having the confidence and the

“ THE BIGGEST CHALLENGE DIGITAL TRANSFORMATION FACES IS FEAR” — Gia Thi Nguyen, Head of Operational Excellence

understanding that it’s OK not to have all the answers before beginning the journey,” explains Thi. “A key learning of making any change stick is to have people with real know-how and not just general experience or a variety of different job titles,” explains Thi. “These often unsung heroes are the agents of positive change. These are the people that you should identify and support by having the courage to w w w. s i e m e n s . c o m

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follow them. A hero can come from

change,” says Thi. “I only think about

anywhere but not everyone can

what I’m going to do differently today

be a hero. Recognising and adopting

and then it’s up to other people to

this mindset is real leadership.”

decide whether it’s successful or not.

With the future in mind, Thi recog-

It’s not my place to say.”

nises he must only look forward instead of dwelling on the past. “It’s easy for me to look into the past and look at what I could have done differently but there’s no point in worrying about what you can’t w w w. s i e m e n s . c o m

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