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As we look out
over the course of the next several years, our growth at NCR is not
really GDP correlated. So for us
it comes down to what's going on in our core industry segments,
generally, and how do we see growth in those segments.
In the financial services space, for us,
FinTech is playing an important role in what is a highly regulated
industry. We see more activity
and interest amongst our banking clients with regard to the use of technology
to solve
real-world problems, whether that's lowering their cost basis,
improving productivity, and most importantly, improving
the customer experience. In retail
it's all about the customer experience and omni-channel -
moving out of the store footprint, to some degree,
into an online and mobile
world where they can have an omni-channel
relationship with their customers
We are uniquely positioned there because of our software capabilities
to provide our customers real value as they make that transition.
In hospitality it's the same I'd say as more or less as retail for us.
It's about a base of customers that in the
emerging world where the middle class is growing
you're seeing more establishments in hospitality,
more quick service, more tableside restaurants,
more hotels, et cetera. So for us,
the growth of the middle class around the world is a helpful
megatrend to our business. But equally as important -
unlike retail where
online and mobile feature prominently in terms of the buying pattern of a
consumer - until you can buy a hamburger
online and eat it over the web,
obviously playing a play on words, it's still an industry that requires
physical presence. For us it's about providing value along those lines as well
and then as I look out into other industries - be it travel
or otherwise - our omni-channel software
capabilities are providing a gateway to
the new consumer, whether it's our online
mobile boarding pass capability. There's a whole host of solutions.
Today NCR, I think, is up to about four million
mobile boarding passes per month now that we deliver to consumers to board
airplanes.
So we'll see more of that type of an environment for our company in the
future years.
Reinvention for us is a big theme, but I do think that
companies today need to transform continuously.
There's a difference between transformation and reinvention, however.
It's an important note. There's a big difference in turn around in a
reinvention as well.
For us I think about
reinvention on multiple dimensions: how you organize,
your culture, your services, and the prices you offer your customers,
how you interface with them. I think we need to be equally focused on being
omni-channel to our customers as well in how we
connect and interact and transact with them.
We are constantly looking at ways in which we can become more contemporary
in the way we organize and how we engage with our employees
and our customers, our culture.
Is it flexible enough? Is it meaningful
in terms of today's worker, today's employee,
do we have the right talent management strategy in place
across NCR, and so on. The next big idea that's changing our business is this
notion of omni-channel.
Omni-channel, again,
is a very complex subject, because most people confuse
omni-channel with omni-commerce. They're different.
Omni-channel is the notion of
being able to conduct business seamlessly
and transparently across all of the channels where
consumers touch your business. Omni-commerce
are all of the available tools they have
for payment, and/or otherwise
in that omni-channel world.
And think about omni-channel being mobile online,
if you will, as the two key primary channels to market other than
in store or in bank when you're a bank or you're a store.
But mobile and cloud , underneath omni-channel,
are big ideas for us. You'll see us
continue to innovate on mobile applications,
cloud-based offerings and solutions in the marketplace.
Over time we intend to be more of a software driven
hardware enabled business, so sas delivered software features prominently
in our strategic plan moving forward.
The notion of building ecosystems
around your company
is important to us.
I think that what's critical is for us to remember that
to deliver a great product to market oftentimes is not
only about NCR's
inherent IP [intelectual property], inherent solution.
Sometimes it's about thinking about the value chain,
of how that solution gets delivered to market, and then building
an ecosystem around your company to deliver the best solution.
One of the key
fundamental cultural changes
is moving away from incremental innovation
to more disruptive innovation. First of all,
I think going about that change requires you to be
global in terms of your footprint.
Some of the best ideas around disruptive innovation come from
other parts of the world, be they India,
or Waterloo, Canada or Israel,
and even right here in the US.
So, you have to have a connected
engineering workforce who has the
license to be disruptive.
You oftentimes have to give your team time
to think creatively, to have
the remit to believe that they have the opportunity to be disruptive.
Oftentimes, for us, it's about culture as well.
What kind of an environment are we are serving up
to our teams, because it's not just
engineers. I want people working on mundane process to be disruptive.
Quote-to-cash is a process for us.
Some might argue it's a mundane process
enterprise-wide, but I would argue that you can be disruptive in thinking about
how you handle that
long-term. I want every employee to feel
empowered to think that way. I think talent
has a great deal to do with that - who you hire, where you hire them from.
Your whole talent management strategy is
aligned to doing that. By the way, it's not easy.
It takes time. If you want it to happen quickly, it takes patience.
But you have to be vigilant in your
messaging, clear in your communication about what you're looking for
when you say what I want. We have an equation:
half the cost, twice the quality, four times the customer value.
Whatever you built last year, build it for half the cost
twice the quality you built it for and four times the value
to our customers - so people can wrap their head around the
magnitude of what we mean when we say disruptive.