idc españa predictions 2013
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2013 IDC Spain Predictions Team
© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain 1
Rafael Achaerandio @RafaAchaerandio
Lluís Altés @Lluis_Altes
José Curto @JosepCurto
Fernando Maldonado @FmaldonadoF
David McNally @Dave_McNally
Marta Muñoz @MartaMunozMV
#IDCpredictions
Revisión de las predicciones de 2012
1-2012: La recuperación tendrá que esperar
2-Masa crítica para una nueva generación de servicios
3-La irreversibilidad de la consumerización
4- Social Business – Dejando la experimentación
5-Internet of Things – De la promesa a una realidad
6-Big Data – La disrupción llega a las decisiones
7-Las tecnologías inteligentes serán verticales
8-Cloud redefinirá la cadena de valor de la industria
9-Liderazgo tecnológico para la transformación
10-La transición tecnológica a la tercera plataforma
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De 2013 a 2020, el 90% del
Crecimiento de la Industria TIC
será realizado por tecnologías
de la 3a Plataforma, que hoy,
representan solo el 25% del
gasto TIC.
El 80% de la energía
competitiva debería enfocarse
en fortalecer las ofertas y
capacidades en esta
plataforma.
3
La Tercera Plataforma, la Economía
Inteligente y la Crisis Española
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2014 2008 2015 2009
-10% -5>-1% -1/% 30%+ 0% 1% 2>3% 7>9% 10>11% 12>15% 17>20% 40%+ 4>6%
1992
1993
2002
2011
Evolución del mercado de las TI
2012
2013
1991 1990 1989 1995 1998 1987 1988
2001 1994 2004 1996 1999
2007 2003
2006
2005 1997 2000
La Tercera Plataforma, La Economía Inteligente y la Crisis Española
2010
2016
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5
Movilidad
#1 – Telco: Movilidad y
soluciones “en la nube”
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#1 – Telco: Movilidad y soluciones “en la
nube”
Crecimiento facturación de datos
móviles en sector empresas 5%
2012/13
Crecimiento facturación de Hosted
VoIP 18% 2012/13
6
Principales impulsores: Presión sobre coste total de comunicaciones
Oferta: incremento de volumen de oferta y características – reducción de precios
Demanda: Cambio mentalidad empresarial
UC para MNCs
Colaboración para PYMES
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© IDC Visit us at IDC.com and follow us on Twitter: @IDCSpain 7 Louise Bourgeois
Cloud
Computing
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#2 – Cloud Computing: La
nube explota en España
#2 – Cloud Computing: La nube
explota en España
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2011
2012
11% 4,5% 1,5% 1,5% 4,5% 11%
22% 11% 4% 4% 11% 22%
Adopción
14,9%
Adopción
29%
Leyenda
Ambas
Pública
Privada
93% 83%
144
% 167
%
#2 – Cloud Computing: Habrá más
empresas en la nube que fuera de
ella
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Ambas es distinto de híbrido
2011: 14,9%
Ambos: 1,5%
2013: +50%
Ambos: +7%
Convertido: 6%
Anticipado: 9%
Previsto: 6% 2012: 29%
Ambos: 4,5%
Convertido: 4%
Anticipado: 6%
Previsto: 4%
•Situación económica
• Madurez/competencia oferta
• Referencias mercado
• Nuevas necesidades
• “Awareness” en el mercado.
#2 – Cloud Computing: ¿y ahora qué?
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2012 punto de
inflexión en la
adopción como
resultado de la
crisis
Mayor
penetración de
la cloud privada,
pero la pública
se acelera
CIO, decisor
clave, y CxO,
decisor
emergente
Nuevos actores
ganan peso
(telcos, hosters,
etc.)
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Social
Business
#3 – Social Business: Lo
social ya no es una moda
#3 – Social Business: lo social ya no
es una moda
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23% de
empresas
españolas ya
han desplegado
Los casos de
uso siguen
siendo
inmaduros
#3 – Social Business: 2013 La
Revolución Social llega a la Empresa
Inteligente
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2013: año
del shift cultural
Gran
empresa liderará el
cambio
La clave está
en la
integración en
los procesos
de negocio
Más del 30% de empresas
adoptarán
Social
Business
#3 – Social Business: ¿procesos?
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Social business market
Sales
Socialytics (network behavior, content, social data, consumer sentiment)
Enterprise social software
Digital commerce CRM Collaborative applications
Social commerce
Customer experience management
Sales intelligence
Sales enablement
Customer service
Marketing
Social marketing automation
Community management
Social channel response
Innovation management
Text analytics Social data analytics Social relationship
analytics Social collaboration
analytics
Supplier networks
Collaborative project management
Social learning
ERM
PPM
HCM
Talent acquisition Contact center
Secondary software markets
Functional software markets
Subtheme
Legend
Compound market
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Big Data
#4 – Big Data: Fase inicial
de adopción
#4 – Big Data: fase inicial de
adopción
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19,3% de
empresas
familiarizadas
5,2% de
empresas
conocen el
concepto y
fabricantes
4,8% de
empresas están
realizado pilotos
y desplegando
iniciativas
52% de
empresas tiene
un gap
tecnológico
#4 – Big Data: grandes
expectativas de crecimiento
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2012 2013
2014
4,8% de
empresas
Más del
7,6% de
empresas
Más del
19,4% de
empresas
¿Estamos preparados para billones de
personas y empresas recopilando y
analizando datos?
#4 – Big Data: El año de la definición
de las propuestas de valor
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¿Tengo el
portfolio /
partnership /
infraestructura adecuados?
¿Tengo las
competencias
adecuadas?
Big Data +
Analytics: la
pareja de baile
Dame
soluciones, no
me des
tecnología o
humo Implementar
progresivamente
IDC Retail
Insights
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#5- Retail: Salto de la
Multicanalidad al
OmniCanal.
#5- Retail: del Multicanal al
OmniCanal.
21
Consumidor
OmniCanal Experiencia
de usuario
Nuevo
Ecosistema
Big Data
#5- Retail: Del Multicanal al
OmniCanal
22
#5- La naturaleza cambiante
del proceso de compra
23
Tradicionalmente:
Estímulos Primer momento
de la verdad
Segundo
momento de la
verdad
Secuencial
“Se compra lo que está en stock”
En la estantería En la tienda
Uso
#5- El nuevo proceso de compra
24
Blogs
Daily deal sites
Word of Mouth
Email CC
Store
Review site
Blogs
Estímulos Seguimiento Transacción Descuento /
Fidelización Investigación Navegación
Online store
Mobile app
Store
Printed Catalogue
In-store kiosk
Online store
Mobile app
POS
Call Center
Review sites
Click to chat
In-site reviews
Digital Store
Coupon sites
Loyalty scheme
Wrapp
Groupon
¡10 puntos de contacto de media!
#5- Momentos OmniCanal de
participación
Investigación
Descuento / Fidelización
Transacción
Seguimiento
Estímulos
Navegación
25
Nuevo mapa de
experiencia:
Continua
“Tenemos lo que
compraras”
#5- El modelo (o3) para la próxima década
Source: IDC Retail Insights, 2012
Consumidor
OmniCanal
Experiencia de
usuario
Nuevo
Ecosistema
Omnicanal
Orquestación
Optimización
“Los nuevos clientes serán OmniCanal: conectados digitalmente ,
instrumentado y con un estilo de vida impulsado e inspirado por las
experiencias únicas con sus marcas preferidas”
26
IDC
Manufacturing
Insights
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#6- Manufacturing:
Orientación a la
información, construyendo
la fábrica del futuro.
#6 – Orientación a la información clave de la industria inteligente del futuro
28
2009
2012
© IDC Manufacturing Insights Visit us at IDC-mi.com 29
4,5
4,4
4,1
4,1
4
4
3,5 4 4,5 5
Reducir los costes e
incrementar la productividad
Estrechar las Relaciones con
los Clientes Clave
Explotar nuevos Mercados y
Segmentos
Impulsar la Innovación de
Producto
Conseguir la excelencia
operacional en fabricación
Mejorar la respuesta de la
cadena de suministro
P. ¿Cuáles son las estrategias de negocio que seguirá su compañía en los próximos
dos años?
#6 – Productividad, productividad y productividad.
Fuente: IDC Manufacturing Insights 2012 – N=155 Grandes Empresas Industriales Españolas
Productividad de los procesos.
Productividad del ecosistema.
Productividad de las personas
Gestión de la productividad.
#6 – Productividad y tercera
plataforma
30
Gestión de la productividad
Productividad y ecosistema
Productividad de procesos
Productividad persona
Datos en tiempo real
Entorno de toma de decisiones
#6 – La fábrica del futuro
31
Intensiva en personas
Intensiva en TIC
Centrada en automatización
Producción masiva /
personalizada
Producción masiva
#6 – El camino hacia las fábricas
del futuro
Impresoras 3D
Automatización
Plataforma TI operacional
32
"La gente va a estar en el centro de la fábrica del futuro, ya que proporcionan
el grado de flexibilidad y capacidad de decisión que se requieren para hacer
frente a la creciente complejidad"
IDC Energy
Insights
33
#7- Utilities: Las utilities
abrazan la tercera
plataforma.
#7 – Las utilities abrazan la tercera
plataforma
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CIOs necesitarán recursos para
transformar las operaciones
Involucrar al cliente será el nombre
del juego en 2013
Flexibilidad “por defecto” en la
implantación de “Smart grids”
Apuesta por analíticas/big data para
sacar sentido a la información generada
Estalla la fiebre de apps y
dispositivos móviles
Demoras regulatorias frenan el
despliegue de “Smart metering”
El efecto “Smart cities” seguirá en
2013
Búsqueda de soluciones que integren una
generación distribuida (ej. Plantas de generación
virtuales), microredes descentralizadas, gestión de
demanda (ej. VE),etc. El despliegue de Smart meter se ralentizará,
aumentando la presión sobre los precios de
equipos. Las utilities harán énfasis en la gestión de
demanda con foco en redes domésticas (HAN) La convergencia de IT y OT continúa, lo cual puede
representar una oportunidad para que el CIO tome
el liderazgo.
Creciente experimentación en tarifas por uso para
condicionar el comportamiento de los usuarios. –
prioridad menor en residencial-. En general, se
desarrollarán servicios basados en la inteligencia de
red para retener y adquirir clientes. Mayor competencia en el segmento retail empuja a
un mayor uso de analíticas para generar nuevos
servicios, entender mejor al cliente y proveer de una
mayor flexibilidad al negocio.
La movilidad impacta tanto en la fuerza de ventas y
el área de mantenimiento como en el cliente final.
#7 – El efecto Smart cities seguirá en
2013
35
Financiación de las Smartcities
Source: Spanish Smart Cities survey, IDC Energy Insights 2012
Objetivos de eficiencia energética
Iniciativas internacionales -Ej.
Convenant of Mayors- y nacionales -Red
de Ciudades Inteligentes en España-
Fondos estructurales
35
#7 – El efecto Smart cities
Uso de smart cities como plataforma de iniciativas de Smart Grids.
Búsqueda del ecosistema adecuado para aprovechar el efecto smart cities.
Búsqueda de reusabilidad de proyectos.
36
Las smart cities son el laboratorio de las utilities, una vez probado el
concepto, el reto será su escalado.
36
IDC
Government
Insights
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#8 – El año de la
reinvención del sector
público - Menos inversión
y distinto gasto
38
Fuente: Eurostat y Funcas
Economía
0
10
20
30
Desempleo
EU (27)
España
Italia
2,900
-3,700
-,300 ,400
-1,400 -1,600
,300
2008 2009 2010 2011 2012 2013 2014
% PIB
ESPAÑA
#8 – El año de la reinvención del sector público - Menos inversión y distinto gasto
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Mejorar los
servicios
básicos Mejorar la
eficiencia
operacional
Racionalizar
los costes
TIC sin poder
tomar
muchas
decisiones
¡Cumplir con
la regulación! Proteger datos
sensibles a la
vez que se es
más
transparente
Ser más ágiles
en la
respuesta a
las
necesidades
públicas
Integrar los
sistemas
heredados con
nuevos entornos de
la 3ª Plataforma
Enriquecer los
perfiles internos en
ocasiones
desmotivados a la
vez que se colabora
con empresas
privadas en entornos
de escasez
#8 – Un Gran Reto para los CIOs
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#8 – Distintas Estrategias
Francis Maude - Minister for the Cabinet Office and Paymaster General, and as a Member of Parliament representing the constituency of Horsham
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#8 – Otras Aproximaciones
TIR = 27,7%
VAN = 7,7M€
IDC
Financial
Insights
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#9 – 2013 crítico para el
"run the bank", lo Social
y Big Data marcarán la
diferencia en el "change
the bank”
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#9 – 2013 crítico para el "run the bank", lo Social y Big Data marcarán la diferencia en el "change the bank”
Regulation Effectiveness
Channel
Proliferation
Infrastructure
Resilience
Growth
Expense
Control
Growth Big Data/
Analytics
Aceleradores Tecnológicos y de
Negocio 2013
44
Las Entidades Exitosas...
Aumentarán las inversiones –
“Change Bank”
Reducirán costes TIC – “Run the
Bank”
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Canales: Estrategia Omnicanal
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CIO AGENDA
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#10 – By 2016, business
executives will be directly
involved in 80% of IT
investments
Agenda
IT Investment Outlook for 2013
2013 CIO Top Ten Predictions
Essential Guidance
4
CIO’s 2013 Personal Agenda
Q. In 2013, which of the following goals will be top of your personal agenda as CIO?
Please select your top 3 goals.
0% 5% 10% 15% 20% 25%
Implement a more rigorous process to evaluate
new ideas for IT to take on
Re-skill existing IT talent
More effectively attract new IT talent
Carve out more IT budget for new
projects/innovative projects
Focus IT organization on better understanding
the requirements of the consumers
Better align IT with the business
Foster a culture within IT where IT more often
provides a qualified "yes" to the business
Foster a culture within IT that drives more
innovation
Focus the IT organization more on business
strategy than technology strategy
US
WE
Total
n = 70
WE respondents = 21; US respondents = 49
Source: IDC 2013 CIO Agenda Survey, Fall 2012
5
2013 IT Budget Outlook
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Increase Decrease Stay the Same
Avg. increase = 11.4%
Avg. decrease = 3.6%
n= 68
US and WE respondents
Source: IDC 2013 CIO Sentiment Survey, Fall 2012
Q. In 2013, do you expect your total IT budget to increase, decrease or remain the same as 2012?
Please indicate the percentage change in your IT budget from 2012 to 2013.
6
Drivers of IT Budget Changes
Decreases You indicated in the previous question that you
expect your organization’s IT budget to decrease
in 2013, please select all contributing factors
that apply.
Increases You Indicated in the previous question that you
expect your organization’s IT budget to increase
in 2013, please select all contributing factors
that apply.
18%
18%
18%
27%
46%
55%
64%
77%
0% 20% 40% 60% 80% 100%
M&A
Positive Biz Outlook
Positive Economy
Regulatory
Repl. Gear
New Gear
New Projects
Growth
15%
15%
23%
46%
39%
62%
0% 20% 40% 60% 80%
Increased Inhouse
Open IT Projects
Lost Funding
IT Effiency
Weak Biz Outlook
Negative Economy
n= 68
US and WE respondents
Source: IDC 2013 CIO Sentiment Survey, Fall 2012
7
The 3rd Platform Shift:
From IT Productivity to Business Productivity
Innovation
Information
Business Agility
IT Agility
Services
Systems
Public Safety
Omnichannel Retail Smart
Buildings Connected
Health
Smart Cities
Intelligent Industries
Connected Vehicles
Smart Grid
Mobile Payments
8
#1 - By 2016, LOB executives will be directly
involved in 80% of new IT investments
It is Time to Revisit IT Planning, Governance, and Portfolio Management Methods
Of the new internal IT projects initiated at your
company this year, what percentage will be led
under the following scenarios?
N = 57
Source: IDC 2013 CIO Sentiment
Survey, Fall 2012
Prediction
58% of new IT investments in 2013 will
involve direct participation by LOB executives
Companies will initiate an average of 40 new
IT projects in 2013 (with or without IT)
Line of business’ participation in IT projects
will grow to 80% in 3 years
The implications are vast on how the CIO
works with the line of business
Situation Assessment
Cloud, social and mobile services are the
great equalizers, the balance-wheel of the
corporate machinery
Notable instances of CEOs and CFOs driving
the migration to Cloud and Managed Services 8%
17%
33%
42%
0% 10% 20% 30% 40% 50%
Project solely led /
managed by the LOBs
Project led / managed by
LOBs, but subject to review by IT
Project jointly led /
managed by IT and the LOBs
Project solely led /
managed by IT
9
#2 - By 2015, 90% of IT investments will be
evaluated in terms of strategic goals
Key characteristics of an IT services-based model (self-service, metered use, multi-tenancy) create accountability and alignment to business goals
IDC’s CIO 360° Model Prediction
Businesses will no longer view technology
investments as “IT investments”
They will be treated in the same way as any
other investment
Sharper clarity and accountability around risk
and return
Situation Assessment
Risk-to-Return: No more investments based
on infrastructure requirements
Sourcing-to-Service: Balancing what is
possible vs. what is necessary to deliver IT
services
Process-to-Organization: Process flow and
design follows from service requirements,
organization follows the process stages as
they move through the enterprise
10
#3 - CIOs and CFOs will move to “zero capital”
and transform the IT financial model
Prediction
The IT financial model is fundamentally changing
Businesses will transform the IT financial model by adopting
an IT “service-based” IT operational and financial model
Zero capital model will enable the business to produce true
product-line profitability by assessing IT (services) costs
Situation Assessment
In mature economies, 50%+ of all capital equipment is IT
As expensive as IT is, most orgs do not fully allocate capital
or expenses to business units
There are major business and economic issues with broad
implications
Strong business impetus to shift computing platforms to
more capital efficient models – cloud, outsourcing, etc.
Capital Lean
Capital Intensive
The Zero-Capital IT financial model means IT shifts from SG&A to a true product line expense
11
#4 – In 2013, CIOs deliver 3rd Platform
mash-ups as competitive differentiators
Q. I see the role of CIO evolving
to be Chief Innovation Officer
The CIO dilemma: “innovate or lose relevance”
52%
19%
0% 20% 40% 60%
Strongly Disagree
Disagree
Neither agree nor disagree
Agree
Strongly Agree
n= 64
Source: IDC CIO Agenda Survey. Fall, 2011
Prediction
Innovative CIOs will build their 3rd Platform
mash-up (Cloud, Mobile, Social, Big Data) to
gain a competitive edge in their industry
Business execs will innovate with SaaS as LOB
acquisition of Cloud Services accelerates
CIOs will develop the Cloud Architecture and
Integration to build the Extended Enterprise
Technology partners will leverage recent
investments to foster innovation in Cloud,
Mobile, Social and Big Data
Background
SaaS and Mobile Services have delivered
breakthrough business services
Analytics is now on the Board agenda
3rd Platform pilots demonstrating value across
industries
12
#5 - 70% of CIOs will embrace a “cloud first”
strategy in 2016
What is on the CIO’s 2013 Agenda
n= 47
Source: IDC CIO Cloud Study. April-June, 2012
Prediction
Today, only 23% of enterprises have a “cloud first”
strategy on all new IT purchases
As CIOs establish cloud architecture standards, update
service mgmt processes for cloud and develop a cloud
migration path, this will grow
Experience in cloud initiatives will address the current
“skills gap” identified by many CIOs
PaaS solutions will be the Next Gen platform for CIOs
IaaS will radically drive down costs for early adopters
Situation Assessment
SaaS provides a direct linkage between solutions and
business demand in a self-service model
IasS will empower business users to decide on data
retention, processing needs, and network access needs
Software Vendors aggressively investing in Cloud
SMB CIOs still reluctant to adopt SaaS and IaaS
Architecture standards evolving in market with Cloud
Migrations defying vendor lock-in
CFOs will accelerate CLOUD FIRST
13
#6 - By 2013, one third of all new application
development will target a mobile form
factor
Prediction
In 2013, 33% of all new apps will target a mobile platform
In 2014, 40% of new mobile apps will target multiple OS
IT must decide on the mobile OS and device strategy as
46% of mobile app budget goes towards maintenance
More apps, integration and multi-platform development
will drive 60% of new mobile apps to be developed by IT
services providers in 2013
Enterprise mobile app penetration will force either: a
move to a standard corporate-liable devices (for
compatibility) or multi-platform development
Situation Assessment
“Mobile devices are the new primary design point”
Development portfolios skewed toward customers, sales,
and service functions
Mobile development is as much as 80% of some
development portfolios today
Mobile development is based on SOA practices
67%
16%
17%
0% 50% 100%
Non-Mobile Only
Devices
Mobile and Non-
Mobile Devices
Mobile Only Devices
Q. What Percentage of New Apps will
be for Mobile Devices vs. Non-
Mobile Devices?
IDC’s CIO Mobile Survey
Fall, 2012
14
#7 - Enterprise social networks move beyond
pilot stage with business sponsorship
Social Business maturity often starts with experimentation (a pilot) and moves to integration after value is demonstrated
Prediction
As pilot programs demonstrate value, CIOs will seek out
business sponsors in 2013 to move enterprise social
networks beyond the pilot stage
Social tools will be integrated with enterprise apps,
connecting people inside and outside the firewall
Solutions for collaboration and file sharing will remain
popular projects, owned by the CIO
E-mail persists but becomes more social
Situation Assessment
Cultural fit is essential to success
Business case can be difficult - 82% of CIOs are unsure or
disagree that “We are able to accurately measure the ROI of
our social business apps,” according to IDC social survey
Security, compliance and IP protection will remain barriers
Socialytics are a challenge due to complex data integration
15
#8 - Big Data & Analytics projects will be like
no other IT project
The Challenges CIOs Will Face Prediction
Get ready for a whole new IT project - more
experimenting, less predictive outcomes;
shortage of talent available to work on your
project; project plans with 60-day iterations
Situation Assessment
Big data/analytics projects will change the
way businesses make decisions
CIOs must understand what is necessary to
succeed
Data architecture, data quality and data
governance is a major gap in large
enterprises
The technology will be easy when compared
to the business case
Seeking major funding for a rapid
development with no certain value
Talent (both IT and analytics) needs to be
able to create answers to undefined
questions
22%
22%
27%
28%
31%
40%
47%
Insufficient computing resources
Poor data quality
Insufficient specialized analytical skills required for use
Design and deployment time is too lengthy
Insufficient specialized IT skill-sets required for implementation
Data integration is very complex
High costs of technology
Business Analytics Challenges
Source: IDC 2012 Vertical IT & Communications Survey
N = 2699
9%
9%
10%
11%
13%
25%
Lack of business support and/or business units do not understand the benefits of …
Not knowing how to decide which technology is best/most appropriate …
Not having enough or the right analytics staff to analyze the data
Not having enough or the right IT skills to manage Big Data projects
Cost of technology infrastructure
Deciding what data is relevant (what data to keep/store and what data to discard)
Big Data Challenges
16
#9 - IT Talent will be become the biggest
barrier to innovation
Prediction
CIOs will find a wide range of IT talent issues highly correlated to
location and industry including:
Recruiting
Retention
Talent Development – Skills and Leadership
Performance Management
Inability to access new skill sets will limit an IT innovation
Situation Assessment
By 2016, the U.S. market has a severe shortage of IT labor
Technology developments are far outpacing workforce
development while the first-generation IT workforce retires
CIOs will need to cultivate best practices in IT talent strategies:
Assess current state and today’s needs
Define future organization model and skill needs
Create the internal talent strategy
Re-think sourcing strategies to augment IT talent
External IT talent has also become critical
17
#10 - By 2018, 50% of business execs will
view the CIO as a business innovator
Operational CIO Business Services Manager Chief Innovation Officer
1993 90% 10% 0%
2013 70% 20% 10%
2018 10% 40% 50%
Goal Keep the Lights On Provide an agile portfolio of
Business Services
Business Innovator
Focus Costs and Risk Service Excellence Business Value
Jobs Scope Data Center, IT Ops Business and Technology
Service Catalog
Business Processes,
Capabilities and Analytics
Prediction
By 2018, 50% of business executives will view their CIO primarily as a partner for business
innovation and improvement, while 50% will still view the CIO primarily as the overseer of IT
costs, risks and services. While CIOs may need to play all three roles, the key is business
perception. This has broad implications for the CIO Agenda
The transition from a portfolio of systems and technologies to a portfolio of services positions the
CIO to engage in business innovation and improvement
18
Essential Guidance:
Focus on the Information not the Technology
Adapt and Thrive!
Economic growth will be uneven in 2013; beyond will be
followed by modest economic expansion
Intense global competition accelerating innovation and
the pace of business change
IT strategies must be adaptable to seize opportunities
and counter global competition
Plan for an Extended Enterprise Architecture model as a
foundation for the agile enterprise
The compelling economic advantages of IaaS (Zero-
Capital) will soon make Cloud First a CFO imperative
Adoption, integration and management of information
services will be keys to IT agility
Next-gen sourcing and IT talent strategies will enable the
transition from Information Systems to Services
The right portfolio of services and systems will enable the agile enterprise and
separate winners from losers
19
El pilar fundamental y sus derivadas
Lluís Altés
Director General @Lluis_Altes
#IDCpredictions
“The simplicity of happiness”
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Velocidad adaptación al cambio
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La sombra de TI se alarga
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“Innovación como palanca de cambio y de
evolución, buscando nuevas formas de hacer
las cosas y de enfrentarse a los retos.” Mariano Ferrera
BSPreviews Magazine
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IDC CxO Programme
CFO Summit
Noviembre 2013
Whitepaper
“Enterprise Tech Strategy”
CxOs Connections en Colaboración con:
Diálogos CxOs
CIO Summit
Septiembre 2013
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Feliz Navidad
y
Próspero Año 2013
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@IDCSpain IDC Research España
#IDCpredictions