 And without further ado, I'm going to introduce and delighted to introduce actually Remy Alexander from Philips. Remy is one of our governing board members here at the Open Group as well as her day job. And her day job is heading the global digital practice at Philips which is responsible for building state-of-the-art IT platforms to enable the digital transformation that is underway at Philips. Remy also leads the mobile app factory for enterprise and consumer apps and today Remy is going to cover how IT is supporting the digital transformation at Philips. So warm welcome. You can all clap in your own homes. Warm welcome for Remy Alexander please. Thank you. Over the past few years, Philips has really consolidated its business portfolio to be a health tech company by divesting from many of the more traditional businesses that the company has was known for for many years. For example, the consumer electronics business, the lighting business, etc. So those are now divested at the company is fully focused on the health tech portfolio. And what I'm going to talk today in the presentation is how is a digital transformation going on in Philips when it comes to the health tech space and how has IT enabled this transformation for Philips. So there's other trends which are fundamentally disrupting the landscape of health care technology. This means that the way we now deliver value to our customers is really challenging. And there is an increased demand for integrated offerings from the customers. So there is aging population and there is a rise in chronic diseases, which means that the health care need is shifting towards low cost settings like for example, more home care. There is global resource constraints and there is insufficient access to quality care. And we are seeing that in the current situation that all of us are aware of what is happening in the world. And this means that we should have a system which is able to increase access to care and also improve the patient experiences at a lower cost. And there are also staff shortages which are leading to burnout very relevant in the current situation. At the same time, we see that there is a new era of care, which is emerging in which people are taking increased ownership of their own health. So they are supported by technology. The health care is now rapidly transforming and embracing technology in many, many ways. There is not just the consumer who is becoming tech savvy. It is also the health care professional who is now becoming much more tech savvy and using technology for their day to day work. This being a health technology company needs to really transform itself from the way it is currently working today. So Philips is on a journey to expand its position as a leader in health technology solutions as opposed to only selling products, which has been the traditional way of doing business. So selling a product is more transactional. Yeah, you just sell a few products to a health care provider or anybody who requires it. But selling solutions means that it is much more continuous and it is much more about a relationship that is built with the customer and the consumer instead of just a transaction or instead of just responding to a situation. This really means that the way we now serve our customers, the kind of offerings that Philips provides to the customers, the way those offerings, all those solutions are delivered, needs to fundamentally change. And it needs to be really easy for the consumer or the customer to do business with Philips in these changed times. So the focus is also shifting very much from just being a volume kind of business to more of a value based business. And it's more about it's not just only about you know, preventing a situation, it's more about how responsive Philips is or any any such company is towards the customer's need. Having said that, this means that I really need to help enable this digital transformation within Philips. So IT is really seen as a business backbone within the company where IT is able to serve the needs of the customers through speed and agility. And IT needs to play a very key role in ensuring that the connected technology, the systems and the processes that are required to drive these innovative solutions are available to everybody who needs to do that. And this helps to deliver on what we call the quadruple aim of health, which is better health outcomes. So it's not just about the transaction volume, like I said, it's more about what is the value, what is the outcome, what is the staff and patient experience is improved. That's extremely important. And delivering at lower cost of care. And this is exactly what IT is currently enabling Philips to do. And in the next couple of slides, I'll talk a bit more about what is happening with respect to this. So Philips integrated landscape will core around which this digital transformation has been built. So Philips integrated landscape or PIL, as we call it in short, is a set of IT applications that enable the end-to-end business processes within Philips. It starts from engineering to manufacturing to marketing a solution, selling a solution and also servicing a solution. So this is really the core around which the entire transformation has been built. So apart from the applications that I'm referring to here, this has all the Philips integrated landscape has also helped the company to move into really futuristic infrastructure on the cloud. The cloud data centers, no software based local area networks, and having very futuristic connectivity with our third party suppliers with the hospitals and so on and so forth. So these applications are really helping to deliver the solutions that now require different kind of models. We need a different type of contracts with the customers, different revenue models. All these are enabled via these applications. And there are a few key principles around which these applications have been developed. So the first one is standardized business process. Like in any large conglomerate, different business groups within Philips operated on a different set of business processes. And in order to have a unified IT application landscape, it was very critical that the business processes are standardized. So this is first part of the journey. And here we had to work with the global business stakeholders. We call them the business process owners in each of the areas. And they really worked on standardizing the business processes. So and this really has helped in ensuring that the application landscape that is being built is standard and it can be used across multiple business groups without having to do too much of changes or customization. And based on the business standardized business processes, there is an architectural road map that has been arrived at. It is also constantly evolving because just like in any other industry because the trends are changing in health care, the needs are also changing. So at any point of time, there are still quite a few white spots, as we call it, or areas where probably there is no technology solution yet available. So that needs to be found out. So it's a constantly evolving architecture roadmap, but the architecture roadmap is really leading this transformation. And we use agile way of delivery. We use agile scrum using the scale design framework and the DevOps. So scale design framework inherently has the DevOps methodology embedded in it. So it is about continuous exploration, continuous integration, continuous testing, continuous deployment. So this is practiced very well. This also means that every bit of feature that is being built is immediately visible to the business users, the key users, so to speak, or the product owners. So they can look at it and then provide immediate feedback in terms of is this really what is expected? And if not, then there is a possibility to correct it at the start, rather than figuring out towards the end that this is not what was required to be done. So we have also standardized the IT tool set that we are using in order to enable this agile delivery so that everything is transparent. The status is transparent. The data is transparent. So starting from ITC in leadership to a business leadership, they can have a view of the progress that is being made. Now all these applications do generate a lot of data. Our business users are using it, which also means that these data and sites can be used for continuous improvement. So the way the businesses have adopted these new landscape, these new applications also helps us to understand, okay, where do we still need to put in more change management efforts, because this is not just about deploying an IT application to a set of business users. It is about ensuring that the business users are trained to use those applications. It may be very different from what they are used to. So in some cases, a lot of things were done manually. In some cases, you know, older tools were used, certain legacy systems were used. So the users had to be trained to make sure that they're aware of what functionalities to expect. And we also keep track of the adoption of both the standardized business processes as well as the tool landscape. And all this data is helping to continuously improve the way things are done. And for that, we use a few methodologies like daily management, problem solving, etc. The mantra has been configuration instead of customization. So like I said, these applications need to be deployed across multiple business groups, across multiple geographies. Therefore, the ambition is that we configure it as much as possible. Of course, in certain cases, customization is required, because there could be some local legal and fiscal requirements, which is specific to a region. But apart from that, we try to keep it as much configured and the existing legacy application landscape is being decommissioned. So every time a new application is being rolled out, then if there was an equivalent legacy application existing, then that is also being decommissioned. And to do all this, we may not have all the competencies in-house. So we depend a lot on our supplier ecosystem. So they bring in economies of scale, they bring in certain expertise, which we may not have in-house, and that partnership is also fully working very well. Now to do all this, this is not an IT party or an IT story, so to speak. So it is extremely critical that this is all done in collaboration with the business stakeholders. So the first thing is executive sponsorship. It's very critical. Without this, this journey cannot be successful. Therefore, all these are organized as programs. And then we have executive sponsorship starting from the most senior level leadership within Philips business. And both business stakeholders and IT stakeholders as a part of the programs TECO, ensuring that this is really a joint effort, and it's a common goal. So if you look at a particular application level, then the common goal or the joint commitment is driven via the product owners. And it's also a quick feedback loop because we are using agile and the product owners can immediately see what is the functionality being developed and they can give feedback. And then there is a very elaborate process that once the IT part is done, then like I touched upon in the previous slide, there is a quite an elaborate process for deploying it to the business users, ensuring that they are sufficiently trained, they understand what to do, and any feedback from them is also looped back into this whole process so that we continuously improve. And the wide spot solutioning, which is if there is a area where we do not have the right technological architecture, or maybe we don't have the software product itself, then the identification of that is also done together with the business. So key business stakeholders are identified, and there is an exercise done where the whole thing, including the proof of concept, etc., is done together with the business users, it is demoed to them, then they are also fully convinced that it has all the functionality and therefore it can be adopted into the IT architecture. So the golden rules are develop on cadence, deliver on demand. So the cadence is as per the agile cadence, but delivering the solution on to a business community or a country or a region is based on demand because frequently disrupting the landscape is also not good because it also means change to the business, so that has to be done carefully. The backlog prioritization is done very well together with the product orders. The architectural runway is built incrementally because it is always ahead of what the delivery teams are working on. Therefore, when they reach a certain stage, they already know few weeks ahead what is coming their way. And very importantly, non-functional requirements are also part of the backlog so that there are no surprises once the solution is deployed into production. So this way of working has really helped us to scale the application landscape and help the company serve multiple needs of solutions of kind of customers. It can be a hospital, it can be something that comes from the government, it can be another type of customer or it can be consumers. So this way of working, a very modularized approach has also really helped IT scale and ensure that this is really happening as per what businesses mandate. Having done all this, so what are the results? I cannot explain here the results in terms of numbers. Some of few examples of the results that we have achieved. So the net promoter score of both our B2B and B2C customers has seen a significant increase in the past years. There is a huge spike in the number of touchless orders. We have deployed chatbots for users and the user experience ratings have really gone up. And new business models have been introduced together with our ecosystem partners. In the factories, for example, this has helped us build the automation for a paperless factory or digital factory, as we call it. And there is a huge improvement with the production planning accuracy. So the whole forecast to plan, inventory planning, the entire supply chain, all those applications are also part of this, which has really helped improve the entire supply chain. The system availability is increased. And the legacy system decommissioning is currently much ahead of track. And this also results in a lot of cost savings. And this has also really helped us to respond to the situation, unprecedented situation that we have today, where Phillips had to ramp up production, for example, for ventilators 400% in certain factories. And there are also a few other similar projects that we're on now. This approach has really helped IT to give Phillips a jump start in these kind of situations, which is also much appreciated by the business stakeholders. And last year, Phillips also won the best digital experience award from Adobe. So this is for the phillips.com platform, which is our marketing platform. And this is able to, this is over 2 million pages in 90 locales deployed in about 35 languages. And so Phillips is really awarded for creating this top notch content and how the whole journey that we have undertaken to transform ourselves into this platform from the legacy that we had before. We got to my last slide, which is our take away from what we have seen so far. So it is really moving away from being a function which is automating and supporting processes to become a key player in the digital transformation, which is enabling real time business. So the future ready and comprehensive application platform that has been built, which enables multiple business models has really contributed to this. The systems of engagement, as we call it. So our applications are truly interconnected across the entire chain, starting from engineering all the way until service, which means that the stakeholders, be it internal stakeholders or our business stakeholders can interact seamlessly through these applications without any disruption. And with all the data that we have, it gives us continuous insights about our customers and consumers about their habits, about their patterns, which is also helping the company to further fine tune the offerings that are there from our catalogs. So truly helping the company to move towards health technology, move towards the solution business model, which in turn means that we are moving away from a transaction based model to a relationship based model. And with standardized business processes in one way of working, we have moved away from being a fragmented approach to truly a one Philips approach. Thank you. Remy, thank you very much. Fascinating. I know you and I have talked about the opportunity to share what's been going on at Philips and this combination of architecture and agile for some time now. So it's great that we finally have the chance to do that. And very impressive work going on. So thank you for that. So I'm going to move straight to straight to questions. We have a few for you and thank you for being on time as well. So it gives us a chance for tackling these questions. So the first one Remy was, could you please speak of the architecture roadmap of this IT enabled landscape is the first part. What are the business systems being integrated? What are the technologies and operational systems delivered to these businesses, processes and their interfaces? One long question. I think let me let me try to chunk it and answer that. So the way we are organized in the business processes is what we call as I2M M2O2C. So I2M is idea to market, which is this is really the engineering processes that talks about new product introduction. Then market to order is where okay, we have a product or a solution, then that market to order has the processes to market and sell that product or solution. And then order to cash is really where we make the money and that also has the services piece. So the way the architecture roadmap is defined is also based on these three domains. So the I2M M2O and O2C and these are indeed very different domains as you know, the technology platform that we selected is also very distinct to these areas. So I can give you examples. For example, for our engineering systems, we use PTC Venture. So that comes within I2M. And for our marketing website, I alluded to that earlier. So we use AEM Adobe Experience Manager. That's the one where we also got the award. Then we use HYBRIS, which is our e-commerce platform. And then really our transactional systems are the SAPs. Okay, great. Thank you. Very, very topical question, Rami. What are your thoughts on boundaryless health care information flow and its potential benefits into the world in terms of improved health? So Philips is already working on this area. While I have not touched upon that in this, we already have something called as the Health U2 Digital Platform, which is DP. That is a platform that enables multiple providers to connect to a common platform where the data is available, and that really enables boundaryless information exchange. And of course, this data needs to be treated very carefully, because it can be patient data. So we need to treat it right, ensuring the confidentiality and privacy, etc. So we do have the platform. We strongly believe in that. And that itself is, I think, a topic for another day. Yes, that's right. And I should add that Philips has been very active in our health care forum here at the open group. So thank you for the contributions from Philips in there. Next question. How did how did you connect to the architecture roadmap with the agile approach using safe and possibly combining another question at the same time? Can you comment on the benefits of agile here? Yes, indeed, it is. It was also a very tricky topic for us when we started. So there is enterprise architecture. So how do we make it in such a way that it can really be applied in agile? So the way the approach we selected was at the enterprise, we really follow safe at a team level at a program level and at a portfolio level. So the portfolio level is where the enterprise architecture comes in, where the big decisions are made. For example, okay, we will use windshield or we will use hybrids, we will use SAP. So those decisions are really made at the at the portfolio level. So everybody knows, okay, these are the technology. So these are the applications that we need to work with. Now, how does that translate into each solution is what is decided in the program layer? And there it is really done incrementally. So that is where we have our solution architecture community. So depending on what the business requirements are, the solution architecture community takes it, maps it to the technology landscape. So if it is e-commerce, then how can it be mapped to hybrids? And there they build they truly build the architecture runway. So they do what most first what needs to be done. So that is that is initially done. And then that is what the scrum teams will start working on. And when they release trains are ongoing, the solution architecture team is also working. So they are always two to three, or maybe even four sprints ahead of the scrum teams. Right. So that is how we have kind of cracked this puzzle. Right. Thank you. We're running out of time. But there are a couple of questions. I think I can combine around cloud. Can you share what your cloud strategy is in line with digital transformation? And how do you drive your public hybrid private cloud adoption away from on premise legacy application landscape? Yeah, so this is a journey that we have been on for a couple of years now. So in when we started off, we really had on premise data centers. And then we really launched a program to move the applications from our on premise data centers to the cloud. So we read in phases. So we have the global applications. We also have certain local applications that are required for a particular country. So we started off by moving a whole lot of our global applications on to the cloud. Not everything is on public cloud. Many of them are also on private cloud. And there was a separate initiative where the local applications were moved to the cloud. And I wouldn't say that we're completely done yet. We still have quite a few, especially SAP systems are still in physical, you know, traditional data centers. So those also needs to be moved to the cloud. So that program is currently ongoing. Okay, thank you. And this wouldn't be an open group event without a question about enterprise architects and their role. What's what exactly is the role of an enterprise architect and enterprise architecture in the digital transformation in Phillips? Yeah, so I think I partly answered that question before. So they are really the enterprise architect is really the community, which is deciding our technology landscape. So our technology landscape also keeps changing. It's not like, okay, today we have identified a set of technology and then we are done. No, because the business models are changing. We also need to constantly invest in this. So the enterprise architects are really working with the business stakeholders in ensuring that the technology that we choose does fit the business need. So they operate at that level. They are they operate at the portfolio level if I go back to safe. And they are the ones who are really giving that direction, which is then used by the teams to deliver the application. Right. Okay. And I think I can sneak in one more one more question and apologies to to those who've submitted questions that we won't get to it, but we'll we'll try and get them answered. Let's take this one. This one's a bit different. What about it system integration strategies and implementations with blockchain? Anything going on there? Yeah, this is something we have just started on very premature. I would say we have just a couple of pilots going on to see how blockchain would would fit into a landscape. More to come there. Okay. Okay. More to come. More to come. Next time you give us an update, maybe. So thank you very much, Remy, for your for your contribution and your insights. And there are there are some more questions that hopefully we can we can get answered for focal on the way, but a lot of interesting what's going on at Philips and very clearly and succinctly delivered. So thank you again, Remy, for more of us here. Virtue for the opportunity. Thank you for the opportunity. Yeah, great. Great to have you here.