 standard standing committee. I'm going to start off with I guess a bit of a confession. I think standards are a good thing. I guess I wouldn't be standing up here if I didn't. Hopefully you'll recognise that fairly standard piece of user interface equipment there. And that's a wonderful thing isn't it? Because of that standard it means that pretty much any competent driver can get into any modern car. You can drive it around reasonably. Okay you might not be able to work the sat-nav too well or Bluetooth sync your phone but you'll be able to drive it, you'll be able to get it to where you need it to go and you didn't need to be trained about how to drive that particular car because of the standard of that control. Here's another example. Hopefully again most of you will recognise that piece of equipment. The previous speaker in fact talked a lot about this particular application. Standards give you that interoperability RJ45 lead. Let's be honest you don't even really think about it nowadays do you? You plug it into your laptop, your server, whatever it is and it just works. And it works because of all of those physical standards, the electrical standards, all of the other standards around how those things operate. It just works. So standards give us the interoperability. And then finally standards allow us to optimize our processes. A great example car production line there. It's because of the repeatability of the standard processes. It allows us to really optimize the tooling, the process flow, the logistics, everything about that process. So we get the increased quality, we get the increased speed and we get the reduced cost, all of those good things that we want. And we're all playing at this. We're all playing at this. I've got on this chart just a selection of some of the major standards bodies including of course the open group and Fujitsu ourselves up there along with some of the other IT service providers and some of the other major tech suppliers. And my point from this chart is not ready to look at well who's a member of what but just if you look at that you can see there's a fairly broad spread of little ticks across the chart. So there's a pretty consistent pattern here of the major tech suppliers and IT service providers involved in these standards bodies. So there's clearly something here, isn't it? And actually good to see on this chart Steve there's probably maybe more ticks on the open group line than a lot of the other organizations. So hey, must be doing something good. So what's the value? I've talked about some of these things already. We've talked about the accelerator pedal or I guess I should say here the gas pedal and the brake and what that gives for us is workforce flexibility because it means that we define standards with their best practice methods inputs and outputs and that means that we can we can fairly freely distribute tasks pieces of work around a workforce because everybody's been trained and is familiar with that same approach. So great way of getting value out of the standards. Interoperability, again previous speakers spoke a lot of this. The standard interfaces means we can flexibly distribute processing and information around what services or hosts we're using and it also has an effect to commoditize the services which again is good for for cost and quality and efficiency. And then finally process optimization because again standards give us those best practice repeatable processes. It means we can optimize optimize time quality cost of the flow of components and the tooling that we use in our production processes to really get the best end result. Some examples of these things just taken from the open group portfolio workforce flexibility. You may be used toga in your enterprise architecture practice so again you can flexibly assign architects to architecture assignments because everybody's familiar with that way of working. Interoperability example of taken here again previous speaker spoke about this but OPAS is aimed at doing this sort of thing in the process industry defining those standard interfaces and in process optimization IT for IT gives us a standard model to follow which means again we can really drive the efficiencies in that process the best practice approach and get the best services at best speed best quality lowest cost. However we can do more than this. So I said I would give you three ways to get value from standards and standards bodies and that last part's important because it's not just about the standards it's the standards bodies as well. So the standards bodies of course give us access to the latest industry standards the techniques and the know-how etc but the standards bodies also give us publication and presentation platforms that we might not or we might not otherwise have access to and it gives us networking opportunities as well and these things shouldn't be ignored these things give us real value. So how do we get value from these things well fairly obviously in the first example of the access to the latest standards we can use our intellectual property in our internal processors our internal tools and methods and that's great and there's also actually a side effect here one of the other things I do within Fujitsu is we sort of research market trends and the like to see what the latest directions are and although the standards making process can take some time again we heard the previous speaker talk about standards coming out in a couple of years time a really interesting thing is to see is to see well the standards bodies are just starting to work on because that gives a real good signal about industry maturity and industry acceptance the point at which some new trends some new technology the point at which you start to see the standards bodies beginning to think about making a standard in some new some new field that's a real good signal about industry maturity and industry acceptance. So secondly publication and presentation platforms gives you as a business a certain way to demonstrate capability to the marketplace possibly influence the marketplace through applying your intellectual property into standards and then out into the marketplace. And finally the networking opportunities gives us a certain visibility and a knowledge of customers and partners that we might not otherwise have opportunities to get. So again just to clarify this thinking about some examples. So in the first case access to the latest industry standards again using togaf in your internal enterprise architecture frameworks and using certification perhaps to skill up your people to learn these tools and techniques. The publication and presentation platforms well hey here's one example presentations to industry conferences and putting forward your own intellectual property to become part of industry best practice. When it comes to networking you can join the working groups informal groups at events like this and that allows you to form these relationships and have those interactions with customers and partners that you might not otherwise get. These things have real value it's is no coincidence I guess that I think at every open group event I've ever been to then somewhere on the agenda there's going to be a network in evening so these things are there for a purpose. So some practical steps to take when it's about access to the internal standards and access to the latest industry standards then clearly you need to get your internal process owners engaged those internal people who make those internal tools internal methods and standards get them engaged with the standards bodies using the intellectual property and you've got to promote them as well to your internal technical communities it's not just through the internal standards that these things have value but also all of those cases where you've got somebody out there working on some project and maybe they're thinking gee you know what's a what's a good way to do to solve this particular problem or oh wow I could really do with a template to represent some model or something like that so you have to make sure that all of you people know of the material that's available through the standards bodies so that you can take advantage of these things. Publication presentation platforms well again pretty obviously proposing your presentations to organizations and events like this or proposing intellectual property into the standards making process and then when it comes to networking opportunities that's all about meeting the stakeholders and making sure that the engagement of your company is clearly visible so those are some ways we get value but I've worked for a number of companies through my career some some very large some very small the smallest one my employee number was just five so that tells you something about how big the company was and one thing they've all had in common is that if you wanted to get some people get some resources allocated to do something then you've got to put together some business case go through some sort of investment appraisal and you know somewhere along the line in the process of doing that there's going to be an excel spreadsheet or something like that with some some cost and some benefits in it and you're going to have to prove some return on investment so that they can get your uh you can get your resources allocated actually do some piece of work so how to go about that well here's some practical steps that I hope will help you when you're faced with that sort of problem yourself so first of all let's think about you know what are some practical things that can be counted because when it comes down to that excel spreadsheet um yes you can talk about great things like flexibility of workforce and so on but how do you actually put that into the cells on the spreadsheet so what can you practically do so using intellectual property you can you you can think of things like okay I can count how many internal methods guidelines templates etc published I can think about I can try and count how many projects have used the internal standards and I can think about and measure how many people have been trained in these approaches when it comes to demonstrating business capability you can you can count for example hey how many presentations did you people stand up and give or how many IP submissions did you make into the standards making process and then for networking how many stakeholders did you go out there and meet how many opportunities how many suspects might that have generated and then next how can we move on from there to actually calculating some sort of value well the one I'm going to focus on is the one which in my experience actually produces the most countable the most um evaluatable benefits how many projects have used some internal standard or method and you can get to that with some fairly sort of simple calculation which I'll run through you can look at something like downloads times a use rate times a saving for applications so I'll explain what I mean by that I'm going to assume that within your company that the place that you put your your internal standards some sort of web-based repository perhaps SharePoint something like that I'm going to assume that you can get some counts out of that that tell you how many people have hit the page how many people have downloaded that use rate that's how you then take a laugh at the fact that just because somebody's downloaded it doesn't necessarily mean they've used it in some for some practical purpose so you need to look at some proportion of so how many times from the download did that actually get put into some sort of productive use and then finally savings per use okay great it's been downloaded it's been used what what did that do for us as a business and the simplest way to think about that is usually some sort of time save type of thing that because you use the standard approach the standard guideline you downloaded this template whatever it is that saved you x amount of time you can put some staff time value around that and come up with some saved value and you can determine these things the last two things by surveys for example just sample surveys just simply asking people okay I can see you downloaded this did you use it yes no so you can get some proportions out of that and again you can survey people to say great I can see you use that template or that guidance whatever it was how much time did that save you a couple of days a couple of hours a couple of weeks maybe whatever it is but you can get some credible values for these things so this is an example I've taken straight actually out of a piece of work for Fujitsu so these are some absolutely genuine numbers I've changed them slightly to protect the innocent but basically this is lifted straight out of some internal work so top left there there's some stats from one of the internal internal standards publication sites that gives us a way to judge a number of number of users number of downloads so that gives us a number for that we surveyed the user base got an approximation of the use rate 50% in this model savings per use seven and a half hours basically a working day actually I think that was a fairly conservative number but when you're trying to roll this up into a business case justification it's all better if it's a fairly conservative set of assumptions then put some staff rates around that because Fujitsu is a Japanese company you can see there's some figures there in Japanese yen but translate that into British pounds because that's where that's where I'm based and that's where my budget comes from and so then that gives you a benefit side of the equation on the cost side well this is just an example of a cost model I'm sure you can build up similar things but there's just some staff time in there for the people developing standards some time to actually generate the collateral to consult with some subject matter experts and then to go out to do all the promotion and internal training type of things so then that gives you a cost for what does it take to actually develop this standard and get it pushed out into the field for use and the great news at the end of all of this there's a cost there's a benefit whoopee we've got a positive return on investment so good business case so my point here is that with some fairly simple modeling and some fairly straightforward and defensible assumptions you can show a very good return on investment and it's not just me saying this if you look out in the industry there are from some organizations some interesting bits of industry research that show some figures for how standards improve business performance so there's an ISO study the full reference is given on the slides that shows profit contribution from standards ranging from 0.15 percent to 5 percent of profit contribution and a study from the BSI British Standards Institute that shows an increase in turnover from using standards of between 1.7 percent and 5.3 percent and I can tell you from the model that I've presented on the previous slide if you then roll those overall costs as a proportion of the overall enterprise and how many projects and do a little bit more modeling actually you come out with some numbers in a similar order of magnitude so that gives good confidence that you know this is for real these are real benefits real quantifiable benefits we get from using standards so I've talked all the way through about three ways that a business gets value out of standards now I couldn't resist standing up here talking about stand talking about standards and business value without mentioning a fourth way now have we got any real network geeks in the room i.e. TFRFC 2549 anybody know that one okay here's another clue ip over avian carriers with quality of service and the date might give you even another clue first of april 1999 this is utterly fantastic piece of standards work this is a standard this is absolutely for real you can go look it up it's actually a standard for how you uh how you transmit internet traffic over carrier pigeons beautiful little picture taken straight out of the standards document the carrier pigeon with a little payload memory card or something like that tinder tied around its foot and even better than that bless them the bergen linux user group has actually implemented this there's a little bit of console output there it shows how they pinged how many was it nine packets of data that's nine carrier pigeons and unfortunately there's a packet loss right there of 55 percent don't worry nothing bad happened to the pigeons it's just they didn't like make it to the far end in the time allowed round trip time of about of about half an hour there but hey this actually works so here's another way to get value actually it's pretty rare but standards can have a sense of humor god bless them at the itf so in summary standards are a good thing they give us flexibility of workforce they give us interoperability they give us process optimization we can get to the value by using them obviously in our products and our services and in our skills development certification and things like that we can also through the standards bodies demonstrate capability the market and through contributing ip possibly influence that marketplace and networking of events like this again that has real value shouldn't be ignored that value and return and investment can be estimated to show a positive business case and finally yeah standards can be fun thank you very much we're always fun at the open group standards bodies can be fun too absolutely no thank you that's that's great it's great to see somebody put some numbers on on this and and thank you for sharing what you could of the the internal work that goes on because it's a problem we obviously believe there's ROI on this stuff but it's nice to see some of the numbers don't lie right there we are so um first question that came in um it says do you find value in working with and networking with your competitors um i guess another way of putting it how would you describe the value of that so do we find value yes of course yes of course because one of the important thing about standards it's not just that it's a standard approach but through all of that collective knowledge that we contribute and the governance processes that organizations like the open group and others put around that standard to making process it means that what comes out of it is not just a standard but it's a best practice as well and we wouldn't get to that unless everybody was involved you know you're competitive as your partner as your customers so yeah absolutely absolutely and and we hear from from customers particularly large customer organizations that one of the benefits of coming to a place like this not just here but a place like an open group event is that the kind of neutral non-sales environment that they can can participate in from a customer perspective yeah so second question how does an organization like Fujitsu go about deciding who participates in a standard's body who parts oh so who in turn i i think that really just comes down to skills and knowledge because the different standards bodies will have different subject areas that they look at and if it's a question of you know who gets involved in a particular particular working group or in some particular standards activity i would say it's just simply down to skills and knowledge because if you want people involved let's take toga as an easy example to talk about here if you want people involved in toga development then clearly you're going to want to put your experienced enterprise architects into that so i would say it is just mostly down to appropriate skills and knowledge right and something i've always personally been interested in is third organizations talk about using participation in international standards groups as a way of personal development or professional development for employees is that something you see yeah yeah very much so because it is something that's different to the normal day-to-day work and for a lot of people that can be a very a very beneficial effect you know getting exposure to the world outside the company and just broadening your experience space a little bit yes it's absolutely a good developmental thing okay question that's somewhat related to the the first one about about the competitors says is there a cut-off between protecting internal IP i guess i would say balance but it's not my question is there a cut-off between protecting internal IP for advantage and sharing IP with the standards group inevitably yes there is and it's something that i've had some personal experience of inside Fujitsu of course yes you've got to consider if you have something you consider a very unique piece of intellectual property you know be it some technique or whatever it may be then you have to make a judgment about is it best do we think it's going to give us the best advantage to to keep that internal or is it best for our business to actually contribute that out to the marketplace hopefully get some recognition as part of that process and possibly influence the marketplace with this technique or tool or whatever it might be that you've that you've contributed i don't think there's any easy way to to make that judgment but yes absolutely that that judgment has to be made in very much a case by case determination yeah yeah and it's interesting that the people it's a kind of a mindset shift that needs to go on to participate in the standards world and that you know the people some of the people that find that hardest are my former colleagues i would call them uh intellectual property lawyers it's all about protect protect don't give everything away and it's it's very difficult it's a completely different approach to standards to see the benefit of contributing something maybe not the crown jewels but contributing something for the benefit of it of it becoming a standard so it's a it's a balance that i've seen companies have to you know walk that line yes yeah um so one one last question um chris before we before we move to the next one um how do you go about sharing the learnings or how do the individuals go about sharing the learnings that they get from participating with the rest of the organization okay well um no great secret of rocket science it is very much a it is very much a process of internal presentation sharing reports internal communications bulletin boards all of these types of things so for me personally after this conference um yes i'll be i'll be writing up some key findings um and presenting about a number of internal events and i'm sure you know all of your companies must have similar types of things that go on uh internal events where you can share the the learnings from from standards bodies and from standards events i'm sure you must have those things but it is something you have to positively plan and do it just doesn't happen by itself and so it is one of the things you need to do to be able to get the value out of the standards to think about how you are going to propagate these things internally as soon as you get back the day job kicks in and it's easy for it to get it's easy to forget so you've got to actively plan that in christ this was great thank you very much