IDC PERSPECTIVE

The Transformation Story of Western Digital to a Live

Enterprise
Rijo George Thomas Linus Lai

EXECUTIVE SNAPSHOT

FIGURE 1

Executive Snapshot: The Transformation Story of Western Digital to a Live

Enterprise

Source: IDC, 2020

December 2020, IDC #AP46964120

SITUATION OVERVIEW

IDC research has found that modernizing enterprise applications, especially those that support core
business processes, is a top priority for enterprises globally. The ongoing COVID-19 disruptions
exposed the complexity, risk, and constraints of legacy enterprise resource planning (ERP)
applications, especially when businesses had to change their approach to service customers or
perform critical day-to-day operations remotely. Enterprise decision makers that were once lethargic to
drive ERP modernization initiatives and had an "if it isn't broke, don't fix it" attitude are already building
their business cases and evaluating their strategies to modernize ERP applications. In fact, according
to IDC's 2020 Asia/Pacific (Excluding Japan) (APEJ) Enterprise Services Sourcing Survey, 70% of
enterprises in Asia/Pacific mentioned no impact or plans to increase spending on application
modernization initiatives.

It's no surprise that even prior the pandemic, enterprises planning to scale business operations were
faced with a multitude of challenges from different vectors. The common denominator in most of the
digital deadlock cases are the challenges from fragmented back-office applications, legacy IT
architecture, siloed business operations, and the lack of synergy and trust between lines of businesses
(LOBs) and IT to achieve common digital goals.

Business Imperatives Drive Modernization Agenda

IDC has found from conversations with end customers that the drivers for ERP application
modernization initiatives vary deeply on the business imperatives of the customer. According to IDC's
2020 APEJ Enterprise Services Sourcing Survey, modernization imperatives revolve mainly around:

 Enterprise digital transformation agenda. Majority of application modernization efforts today

are underpinned by the need to support enterprisewide digital transformation plans, especially
when those transformation plans demand applications to be simplified, nimble, agile, and
capable of delivering innovative experiences.
 Reduced cost/improve productivity. There is a growing demand to bring direct financial saving
by improving mean time to repair (MTTR) during application failure, increased productivity by
enhancing application performance, and, most of all, reduced cost in legacy application
maintenance and delivery.
 Better security. Increased cyberattacks and security vulnerabilities are clearly driving the need
to improve the security posture of legacy enterprise applications, especially where skills and
application updates are harder to come by.
 Simplified and standardized IT estate. Consolidating disparate legacy applications and
streamlining application portfolio are essential to drive a superior user experience and the
agility require to compete in the market today.
 Leveraging the best capabilities of cloud. Moving beyond lift and shift, modernizing legacy
applications provides enterprises the opportunity to tap into the immense innovation, scale,
and cost advantages available on the cloud.

ERP Modernization Tactics Moving to Agile Methodologies, Providing

Better Time to Value
Enterprises across industries have invested a significant amount of time and money in building their
core ERP applications instrumental in day-to-day operations. Over the years, these applications have
emerged as the epicenter of digital deadlocks because of their monolithic architecture and ability to
scale. According to IDC's 2020 APEJ Enterprise Services Sourcing Survey, upgrading core business

©2020 IDC #AP46964120 2

applications (packaged applications) was identified as a key modernization imperative for enterprises
in Asia/Pacific. Today, majority of enterprises approach ERP upgrades as an opportunity to drive
enterprisewide business transformation and to simplify core business processes built over decades.
IDC noted that enterprises, in general, are evolving from their risk-averse mentality to a fail-fast and
early approach in the ERP implementation cycle. At the core of this approach is the focus on faster
deployments, following an iterative methodology and opting for a minimum viable product (vanilla
implementations) with very few customizations. Although the associated business process
reengineering (BPR) and change management with this approach are relatively higher if the scope
involves enterprisewide transformation, enterprise customers are taking leaps of faith with their
implementation partners, targeting agility in a highly volatile market. Communication with LOB
stakeholders is important in this endeavor as multiple CIOs have told IDC that senior leadership buy-
in, involvement, and participation in the change process will make or break the consolidation effort.

The Modernization Story of a Global Data Storage Solutions Provider

IDC analysts got the opportunity to examine how Western Digital (WD), one of the largest hard disk
drive (HDD) manufacturers and data storage companies, embarked on an application modernization
journey and how Infosys, a global IT and outsourcing service provider, helped transform WD to a "live
enterprise" capable of faster time to market and increased IT agility by leveraging Infosys Cobalt.

As one of the largest HDD manufacturers and data storage companies in the world, WD is at the
forefront of enabling innovation for its customers. With more than 1 billion devices in the world
leveraging its products for storage, WD was witnessing high growth across its HDDs and flash product
portfolios. Although the organization had a strong footing in the storage market, it was struggling to
keep up with the pace of the market, especially because of the changing external market forces (see
Figure 2).

FIGURE 2

Changing Dynamics of the Storage Industry Impacting WD

Source: Infosys, 2020

With the merger of three companies (Western Digital, Hitachi, and SanDisk) WD added five different
ERP systems and over 3,000 applications to its portfolio, which posed significant internal IT
challenges, consequently slowing WD's response to the changing market conditions. A few of the
internal IT challenges are:

 Redundant business processes — a high degree of redundant business processes inherited

after the merger (these were curated for five different ERPs, employee cultures, and data)

©2020 IDC #AP46964120 3

  Business silos — siloed master data due to lack of comprehensive data governance structure,
preventing WD from gaining a single source of truth
 Time to market — long time to market of new products arising from disparate systems and
processes
 IT agility — highly customized legacy ERPs implemented in pursuit of greater agility lacking
responsiveness and incurring high support and maintenance cost
The Modernization Journey
With the goal of transforming core business operations, WD embarked on a digital transformation
journey that would not only consolidate systems supporting back-office operations but also help
achieve business key performance indicators (KPIs) critical to maintain a competitive position in the
storage market.

The first step was to zero in on a solution that can provide the flexibility, scale, and innovation
capabilities to support the transformational requirements of WD. It was evident earlier on in the
planning phase that WD couldn't take any of the existing ERPs and scale them because of the level of
customizations. This was not a lift-and-shift scenario as the three companies had very different
business processes. It was going to be cleaner if a standardized cloud solution was adopted with as
little customization as possible to avoid creating new technical debt. WD needed a solution that was
future-ready, provided seamless upgrades, and provided superior out-of-the-box functionalities for the
business. After selecting Oracle ERP Cloud as the platform of choice, WD charted a road map for
implementation in four key phases.

Phase one involved the consolidation of WD's general ledger operation, phase two involved the
indirect procurement and finance operations, phase three focused on order orchestration and
customer contracts, and phase four included the implementation of eight component factories and
HDD/flash factories in Oracle Cloud (Figure 3). The final phase, which was also broken up in three
subphases, was the most pivotal part of the modernization activity as it the streamlined manufacturing,
procurement, supply chain, and finance processes and affected over 120 stakeholders in 5 countries.

©2020 IDC #AP46964120 4

FIGURE 3

ERP Implementation Road Map

Source: Infosys, 2020

After launching a competitive request for proposal (RFP) process for selecting a systems integration
(SI) partner to support its transformation journey, WD, for the phase 4 implementation, was impressed
with Infosys' proposed solution road map and approach because of the business value proposition and
functional and industry expertise. For this reason, the fourth and final phase of implementing Oracle
Cloud for the component factories was handed to Infosys.

The key capabilities that stood out for Infosys were:

 Business/domain experience in the high-tech industry. Infosys was able to bring a host of
industry best practices, Infosys Oracle Cloud solutions (part of Infosys Cobalt), and domain
expertise from its experience of providing services to clients globally. Best practices and
industry knowledge were cited as heavy considerations in choosing a service provider. Culture
also stood out as an important consideration in which WD preferred a service provider that
would demonstrate keeping clients' best interests at heart and problem solving without
copiously referring to the scope of work.
 Transformation partner with end-to-end expertise. Infosys proposed a solution that focused on
handling end-to-end modernization efforts from understanding legacy systems to data
extraction and BPR. Additionally, the problem-solving mentality that Infosys showcased in its
engagement with WD was instrumental in elevating Infosys' role as a transformation partner.
 Skin in the game "pricing" model. Infosys focused attaching a mix of business and IT
outcomes to the project delivery. The final payment was approved only when 100% of the
transaction goals were achieved. Cost outcomes were key factors in WD's consideration.
 Partnership with Oracle. Oracle was selected based on the fit and maturity of its cloud
solutions in the industry and certain specific functional areas. A "sound ERP" strategy would
allow WD to bolt on other apps, such as treasury, tax, and local payroll. It is interesting to note
that WD did not perform a legacy versus cloud functionality mapping as this would not have
worked in WD's favor. Instead, looking at over 5,000 business requirements and spending 4
months mapping them to popular cloud ERP solutions allowed WD a clean sheet to begin

©2020 IDC #AP46964120 5

 again. Infosys had resources that filled in gaps with WD's internal capability and based in
Bangalore.
 Quality of Oracle resources. The consultants and technical resources Infosys put in the
implementation team were also appreciated by the client, especially the cultural fit with the
organization. Innovations on the Oracle platform for real-time reporting, data ingestion, master
data harmonization, optimization, intelligent automation, and analytics are future innovations
Infosys as a partner plans to bring to the table.
Key Business Outcomes
The phase 4A rollout of the project involves the implementation of 10 cloud modules, over 80 business
process workflows, and more importantly only one extension/customization. The implementation saw
tangible business outcomes and laid the foundation for migrating core manufacturing processes
related to HD and flash drives to cloud in phases 4B and 4C of the implementation cycle. Few of the
net results are:

FIGURE 4

Business Benefits Accrued from Phase 4A

Source: Infosys, 2020

Elements of Success: What Worked for WD?

IDC observed several elements in this modernization story that contributed to WD's success:

 Technology-enabled business transformation. The primary success of WD's modernization

journey can be attributed to its efforts to not just consider ERP modernization as a technical
upgrade exercise but also as an opportunity to bring core business transformation. WD
identified quite early in the modernization journey that for the transformation to be successful,
business involvement in the technology implementation project had to be significant. WD also
ensured that subject matter experts from the LOB were fully dedicated from phase one to the
implementation process to ensure the technology transformation efforts had roots in the
business lines. The business teams were excited that they could bring lasting changes for the
next few decades.

©2020 IDC #AP46964120 6

  Keeping the core clean. WD took a conscious decision to keep very minimal customizations in
the new ERP system. There was a strong governance structure put in place for any
customization to be approved. So far, there have been only four customizations that WD has
made, which will ultimately go away once the legacy ERPs are retired. WD decided to
leverage tight integration with its internal business applications and the ERP system to avoid
heavy customizations. This approach also gave WD the opportunity to realize some of the
value from investments early in the implementation cycle.
 Reducing risks of business disruption with multiple go lives. WD embraced an agile
implementation methodology, which was underpinned on multiple releases and go-lives rather
than a single big bang go-live. Using this approach, WD was able to mitigate the risk in ERP
go-lives by identifying issues early in the implementation cycle and ensuring the issues
identified do not disrupt the business.
 Strong leadership involvement at all levels. WD had strong leadership engagement in its
modernization efforts. This was instrumental in fostering a culture of innovation and ensuring
the partner and the project team worked toward a common goal. Additionally, the leadership
took a hands-on approach in collecting the requirements from various business stakeholders
and ensure the change management and BPR required are met at each phase of the
implementation cycle.
 Change management focus. A key ingredient in WD's successful modernization story was its
attention to the change management aspects of business lines. Prior to the kickoff, WD
leveraged its dedicated change management team to conduct a comprehensive due diligence
on the training required for end users and stakeholders in terms of the change arising from
process, system, and reporting changes. WD also ensured that the internal change
management team maintained a high level of synergy with the implementation team and the
partner throughout the implementation life cycle.
 Investment in talent. WD made strategic investments in bolstering internal talent, especially in
making sure the business had adequate resources experienced in cloud ERP before the
implementation kickoff and testing stages. Capsules of training modules were strategically
placed before each implementation and testing activity to increase the efficacy of the activity.
WD also emphasized on strengthening its internal training initiatives to empower internal talent
with the necessary skills to handle the new set of implemented solutions.
 Continuous focus on extending innovation. WD emphasized on its efforts to extend
innovations and maximize the value around its Oracle ERP landscape with the continuous
integration of automation, analytics, and transformation in business processes to enable
agility.

ADVICE FOR THE TECHNOLOGY BUYER

There is no one-size-fits-all solution for enterprises embarking on an ERP modernization journey.

From the successful modernization story showcased by WD, IDC recommends the following to
enterprises contemplating to modernize their core ERP solutions:

 Start with a comprehensive road map. The road to modernization is challenging. Several
factors, such as security concerns, cost, skills, time to market, customizations, and so forth,
will be key areas of concern. Hence, it is necessary that enterprises create a strong
modernization road map before embarking on an implementation and vendor selection
journey.

©2020 IDC #AP46964120 7

  Partner for success. Selecting the right implementation partner is critical to ensure the success
of the modernization journey. IDC recommends that enterprises evaluate the implementation
partner on specific nuances, such as the partnership maturity with the ERP vendor, focus on
time to value, industry expertise, ability to drive business outcomes, quality of consultants, and
alignment with the enterprise's digital goals.
 Consider changing business models in the new normal. COVID-19 disruptions exposed the
gaps in service delivery and engagement models of many implementation partners in
Asia/Pacific. it is important that going forward, buyers consider the remote implementation
capabilities, service resiliency plans, and localized support capabilities of implementation
partners to tackle any unforeseen challenges that may arise during implementations.
Additionally, buyers can demand implementation partners to propose new pricing models with
more skin in the game.
 Change management and BPR are critical to project success. As enterprises draw out the
technical aspects of the modernization project with the implementation partner, it is important
that equal weightage is provided to the change management and business process
reengineering aspects. This is especially important when enterprises consider cloud solutions
and agile implementation methods to avoid force fitting solutions to the enterprises current
business models.
 Manage key stakeholder expectations. When running an enterprisewide transformation
project, it's critical that stakeholder expectations at various levels of seniority are managed.
This should cover multiple vectors, such as customizations, design, business outcomes, and
budget. It is also imperative that this is done in collaboration with the implementation partner to
avoid building unrealistic expectations from the implementation partner.
 Approach vanilla implementations with caution. WD had a well-rounded BPR and change
management plan in place with support from Infosys before embarking on a vanilla
implementation. IDC recommends that enterprises approach vanilla ERP implementations with
strong stakeholder engagement and BPR in place.
 Do not rely on just product demos. Run simulations in current business environment and not
product demos to visualize the end state and key business outcomes from implementing the
selected ERP solutions.

LEARN MORE

Related Research
 What Are the Top Capabilities Enterprises Find as a Differentiator and as Essential in a
Customer Relationship Management and Enterprise Resource Planning Implementation
Partner? (IDC #AP46758520, August 2020)
 Which Is the Most Preferred Cloud Environment for Running CRM and ERP Workloads in
APEJ? (IDC #AP46760220, August 2020)
 Tackling COVID-19 in Australia — The Infosys Way (IDC Energy Insights #AP46595519, June
2020)
 Asia/Pacific (Excluding Japan) Application Management Services Market Shares, 2019: IDC's
Top 10 Vendors (IDC #AP45396320, June 2020)

©2020 IDC #AP46964120 8

Synopsis
IDC research has found that modernizing enterprise applications, especially those that support core
business processes, is a top priority for enterprises in Asia/Pacific. This IDC Perspective discusses the
motivation behind enterprises to look at enterprise resource planning (ERP) modernizations not just as
a technical upgrade but also as an opportunity to drive core business transformation. IDC leverages
the modernization journey of global data storage solutions provider Western Digital as an example to
discuss the key elements behind a successful ERP modernization. The document also provides
pertinent guidance for enterprises planning to embark on an ERP modernization journey.

©2020 IDC #AP46964120 9

About IDC
International Data Corporation (IDC) is the premier global provider of market intelligence, advisory
services, and events for the information technology, telecommunications and consumer technology
markets. IDC helps IT professionals, business executives, and the investment community make fact-
based decisions on technology purchases and business strategy. More than 1,100 IDC analysts
provide global, regional, and local expertise on technology and industry opportunities and trends in
over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients
achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology
media, research, and events company.

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