 I think going to the schedule we were a bit worried when we saw a lot of sunshades in the morning and followed by a candle, so we have seen three sunshades in the morning, we waited for Satyananathan and Dr. Pallav and anyway we are moving ahead with the candle and thank you for the patience listening. Okay, first you would like to thank the open group for providing us this opportunity. Then our group head offer our practice and our knowledge management director and the internal team within Oracle for NPS architecture for the review of comments. So before I proceed, so I would like to give a quick context about what we are going to talk today. As per TOGAAP Capability Framework, it is business capabilities, sorry business capabilities that tries the need for business architecture and business architecture actually realizes the business strategy and vision. But considering the face of technological innovations are happening, so it is very much essential that technology capability has to be a very important enabler. So because of technological capabilities and because of technological innovation, lot of new business capabilities are emerging over a period of time. So it is essential that technology capabilities are taken into as the first place and then taken into business. So this thought process actually emerged as very certain we were working in this area and we were into professional bias and we were more concerned about the technology and that's how we started off. But as we started off we thought that the acceleration process would help and we also got some kind of references in terms of blocks and exploratory studies but we did not really get any kind of in-depth material when we started searching for this concept. So that is where we started and what we are trying to do is propose an approach, an iterative approach where strategic technological capabilities are an input to the business capabilities. So the additional capabilities, business capabilities are derived from that and then the top-down approach of Turgap takes over. So that is what we want to propose in this and to illustrate that we have used to articulate the one model based on FFC industry where we are familiar with to illustrate this point. So the core theme is going to be the proposed approach but to do that we need to take a quick look through this concept digital disruption strategy. So what is digital capability? Then enterprise architecture for digital transformation in a modeling for digital strategy and they have a quick FNCT use case. This is what we are going to see through today. So this is the digital disruption definition. So what digital disruption affects is the value of the position delivered by organization. So when digital disruption is actually giving rise to new business models where new engines are leveraging and they are threatening even existing established businesses. So this is from Harvard Business Review. So it is very clear from this that there is a massive digital disruption and it is impacting every industry. So this is an illustration of innovation at exponential speed. So if road maps which were created a few years ago they are very redundant because of the technological innovations happening at exponential speed. This is a very, very powerful course. These doctors don't set out to beat you at your own games. They change the rules. So these are some of the characteristics of and the disruptive new ways of growing business by exponentially growing companies. So we are not going to go through every one of them. So it is this one common trend line that is coming through this. They are all leveraging the social data to create new models and have a disruptive competitive advantage. So this back hit is very common. It has been a very popular word in all G-DRAWs, sorry, blocks of MIT. So the technological capabilities are readily available but those who are leveraging those capabilities and that requires actually the execution of those capabilities they are the ones who are creating that disruptive competitive advantage. So this is from a thesis by this design where strategic technological capability is actually supporting business strategy. So here we would like to differentiate between strategic technological capability and IT capability. So strategic technological capability is a prerequisite for gaining competition to advance through the technological independent technological innovations that are happening and successful technological maneuvers whereas IT is about enabling resources available to support an organization. Now this is about three models of IT evolution. So the first one is about where IT started supporting the business and the next stage of evolution IT was alluring with the business and the next stage of evolution it is IT that is enabling the business. This was again a very powerful picture representation from forest research. Second if you see it is the whole thing is about the customer journey and we talk about customer journey is this very customer experience journey or customer journey it is very important to develop a customer journey ecosystem. So that represents the relationship between all the stakeholders the people, the customer and so on. So in this case so we talk about the customer touch points along the journey it is all again through the digital experience. So it is more about the technological innovations happening on the front end customer facing capabilities which is actually supported by the back end system. So as we need to connect the dots between the front end customer facing capabilities where technology innovations are happening at a very, very exponential speed and the back end system. So it is the architects who can connect the dots. So in this slide we are trying to capture the entire digital capability map. So at the same time we also use animation to illustrate the incremental digital capability that we are building on subsequently. So this is in one step the entire digital capability map and the prioritization of those digital improvements. So in prioritization this first things first. So first it is mobile then it is web and these are part of the customer journey we are looking at. So this is the entire digital capability map that we have arrived and from which we will be picking up to augment those business capabilities. And this is a team of what we are trying to say on the left hand side you will see the capability based planning, then the architecture definition and the transition and the alignment to the enterprise architecture. So these are the iterations that we are suggesting. Morning again whatever we had in mind was it is not about digital disruption. It is the disruptive questions that Satya Dhanala Sathri has raised today morning. So where I tried to process it a longer time but in the orange list we are also trying to showcase a two-speed architecture where the iterations need to be faster. This is the proposed close to loop approach where strategic technological capability is looped into the business capabilities. So this is a loop of the previous one. So we will state how we have actually put this slide two-speed architecture because in the following slide we are going to discuss about the two-speed architecture. So here two-speed is essential because the customer facing capabilities need to be developed much faster way. So to get that advantage, competitive advantage, so we need to have a two-speed architecture where the front end capabilities are modular. There are three attributes one is modular and the second is they need to be deployed very fast and the third is it should not be time consuming and that time consumption also includes integration capability. They should not be very time consuming whereas the back end capabilities that support them they need to be robust and they need and they also have a very longer release cycle. So I request you to take over from here. Thank you very much. Thank you Guru for taking the context. So what we propose is the two-speed architecture. The participants will be in this where the digital enterprise adopt the reference architecture of Azade methodology. So in a two-speed auto architecture the platform provides the internet's digital capability and business capability platform along with the security and governance which is included into any digital platform. Where the bottom core systems are evolving slowly in a manner that is rigid and supporting the front end capability and the front end capabilities like the channel management capabilities are all evolving rapidly. So now let's start from the foundation where they take the core systems, core processes where it moves to a legacy application. So they have to first start with the foundation of the digitalization of the core processes and then expose those core processes through the platform services. So the platform services provides the robust integration and transformation layer through which these core services can be exposed and on top of that as I was mentioning is innovation agility. So we start giving the innovative capability by enabling programs for digital which will enable the business group to adopt it in a journey. That way the business services can be exposed to the any customers to the different channels. So that you can see the channels like mobile, security and the stores. So that is the first principle we have done in this digital architecture. The second thing is hybrid. So obviously when you are mentioning about two-speed architecture where you are talking about two hybrid target architecture. So the back end is having a slow architecture, target architecture phase and the front end is having a fast phase target architecture. To enable that we need to obviously have a hybrid IT. So we have both on-premise legacy along with cloud applications where the back end things are enabling the business capability and it's also through microservices and the front end is all dealing with those business services. Again it is a gene methodology that is business driven. So this is built as we see the digital map the customers will be going through journey. So we try to find the new environment that is required to deliver the innovative products. So again subdividing the platform services we talk about the data management for information exploration and mining and then we talk about service management which is the business course oriented integration and develop environment and mobile environment. And then we talk about business services exposed to the digital applications like sales automation and marketing automation, all digital applications and analytics where the data scientists get the insight of the customer. And finally it goes through this channel so we have the mobile web IoT store where the external customer's touch points except in the previous place I mentioned the touch points where we try to map the exact capabilities. So it's again it's a building block where you are building the robust back end and the flow phase and the front phase the innovative and the test. To illustrate this we have used the FMCG use case which is transformed into a lot of FMCG industries and then used this top down bottom capability based plan approach. What are the key factors and drying factors and the KPAs during the FMCG industry to adopt digital services? So these are studies on both and the KPMG and I'm not going to go through each point but the key thing is the file key object with the driver which is customer safety. Again pushing this to adopt the customer engagement and digital solutions. Then agility by sensing real-time demand and agile suppressing analytics to get into the real-time demand patterns and customer insight. Then the formal footprint obviously for the sustainability to capture from the provider and everything converging to the central theme of digital consumption. So that is the whole beginning. So in this case you put a simple thing it's not so simple FMCG like this but just to keep it simple to put the bullet points on this. On the consumer side we are engaging the worker customer to get the branded work to see to build the branded work to see and get it up offer personal offerings to them On the infant supply chain we try to be agile and responsible by sensing real-time demand and the importance and get the insight and be agile on that. An obvious optimistic keyword but again the insight of the customer and the importance of their buying behavior for key for the optimistic issue and then the final part is passed. So whenever you do it, it's again a less competitive to handle. So that is again done by the digitizing the process. So the key thing where the FMCG is moving is they digitize the process and expose the omni-chalance presence where you can buy it from the social, whatever thing and it will be different to anything. That's why most of the FMCG industry where we involved some top of FMCG companies they failed. So they have become more very difficult to transfer to digital. The key thing is the process around digitized. So the key thing is digitized in the process then after that have a platform to evolve it. So that's what most of this non-efficient carrying product. So we use the Archimede 3 which is having this strategy modeling for the capability they are planning and as well as it allows to track the EA architecture planning realization which is needed. Very good platform for modeling strategy. So what we did is we took the specialization of the mapping. So we used the digital capability specialization of the virtual capability then digital strategy which is specialization of course of action. So now we start with the phase A where we try to route to this top down bottom of the CBT approach where this is what we are trying to propose where you start the virtual strategy and you have obviously the capability supported. Then you need to also map the advanced development to adopt. That should add the emergent strategies. So what happens is these are derivative strategies. All SNCG based on their experience they have a deliberate strategy to do. But these are IT strategy which is a digital strategy provide the emergent strategy which only comes from the bottom. So they finally have an iterative process to get integrated IT business strategy which is a key block of technology. This raise the digital transformation programs. So once that is done and the operation is focused on then we iterate through this development iteration PCB where we try to find the capabilities to support that. It has an application, a bidet application, information. So again the key thing to make it agile is to keep only the minimum viable capability. We are not talking about target load. We have to put a roadmap. So we first find out the words. Whatever it is. So we take a step-by-step. So we find for the particular digital roadmap digital customer giant what is the key capability to it. So we just try to map it and what are the business capabilities around here. For example, the key thing is here we have only order management and productions capability to run a normal business whereas here we talk about data scientists and about the digital experience and customer engagement management. So the key capabilities which we are up from the readily available social mobile and digital capabilities. So once the capability is a baseline we try to put this in the internet class. So the things that are internet cut, again it's even full of two-feet architecture like our bottom digital applications which are evolving slow back in the capability. Then we have digital platform which will do the roof coupled architecture that is the core principle behind that. So for example, digital platform we have the mobile analytical integration which makes it evolve and then the friend you have the state confirmation mobile apps, yearable and dynamic side. So once that is done then we do a mapping of the maturity of the digital maturity what the class is at 2D then we find the gap and once the gap is found then we find the opportunity and migration. Then we find the work packages then we go through the transition phase. Most of the companies fail in transition the problem is they don't plan the equipment properly so that's why they are already into the business and that's why we have to disturb the business. We have to find such a way that it is smooth and it is incremental. Each increment has a business out. So we plan the equipment which is very key and the mobile and other things then the back end the capabilities can be stored most of the cloud. The problem is with the cloud here we move everything to the cloud being in the cloud we get many things we have to do an assessment whether you are ready to move your digital processes or you want to move it in a sequence phase you can move the CX and TS digital experiments there are a few innovative ways and first consequence is data management data management is the key now we are talking about lucy corporate architecture so your information and the software, customer, geography all of them are very key to maintenance so this is the example for our approach traditionally enterprise architecture is about problem approach where this is strategy and mission capabilities and technical capabilities so we end up in almost bottom most area back end platform information services will support that whereas due to the revolution of the technology where you are finding digital technology and where you need to be talking in the description transformation so we need to have bottom capability where we have the analytical CX and TS capability so put them together both bottom up we will be covering the breadth and width of the functionality and capability because of business to run and up close the depth so we get all the layers of information, application, business and the technology honestly to you all we want to just conclude that we have bottom capability where the IT enables the EA to the innovative capability of digital capabilities integrated to this so most of the companies fail to do this they try to take big data, they go behind that they fail so they have to find an integrated way that they integrate both the IT and the business strategy enabled by this technology to platform the incremental approach of realizing this of all the channels and all the moving, thank you