• Save
CIO Summit 2013 - David McNally
Upcoming SlideShare
Loading in...5
×
 

CIO Summit 2013 - David McNally

on

  • 920 views

 

Statistics

Views

Total Views
920
Views on SlideShare
816
Embed Views
104

Actions

Likes
0
Downloads
0
Comments
0

4 Embeds 104

http://cio.nl 78
http://summit.cio.nl 24
http://translate.googleusercontent.com 1
http://summit.cio.kzijm.dev.idgad.nl 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • KLM (airline), SDU (publisher) and Ahold (retailer) - all the biggest in their vertical- market moved all the office application to Google docs
  • The net result of these market forces and shifting roles is a point of view that “There must be a better way to run IT”. One of IDC’s clients quoted their business users as saying, “You’re too slow and too expensive.” There are a range of outcomes for IT but a change in IT’s role in every organization seems inevitable. The creation of a Services-based IT organization will enable IT to shift to a value-added role while continuing to oversee essential IT services. This involves the creation of Business Services Management function and associated Business Services Catalog.IT Service Delivery will be forced to better define and then decompose its service, demonstrating that it can compete in the market.
  • The fundamental principle of the Services-based IT organization is that IT should provide Business Services as well as IT Services. The Business Services function may reside in a Relationship Management role that will manage the Supply and Demand of Business Service sourced either internally or externally. Using the same Service Management principles as deployed for IT Service, the Relationship Manager will own the Business Service Strategy and Service Management as well as sourcing of services. Combined with Architecture, this part of the CIOs organization is strategically oriented and looking outwards at the company’s customers, industry, and new services and technologies.
  • The net result of these market forces and shifting roles is a point of view that “There must be a better way to run IT”. One of IDC’s clients quoted their business users as saying, “You’re too slow and too expensive.” There are a range of outcomes for IT but a change in IT’s role in every organization seems inevitable. The creation of a Services-based IT organization will enable IT to shift to a value-added role while continuing to oversee essential IT services. This involves the creation of Business Services Management function and associated Business Services Catalog.IT Service Delivery will be forced to better define and then decompose its service, demonstrating that it can compete in the market.

CIO Summit 2013 - David McNally CIO Summit 2013 - David McNally Presentation Transcript

  • Competing in 2020:6 Initiatives CIOs Must Get Right TodayDavid McNallyVice President, IT Executive AdvisorFebruary 6, 2013
  • Agenda  2020: Where We Are Headed  The 6 Initiatives CIOs Must Get Right in 2013  The CIO Change Agenda  Essential Guidance  Questions and Answers © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 2
  • The 3rd Platform Shift:From IT Productivity to Business Productivity Smart Omnichannel SmartPublic Buildings Retail Cities ConnectedSafety Health Smart Connected Mobile Vehicles 3rd Platform Implications for CIOs Grid Payments Systems Services IT Business Intelligent Industries Agility Agility Information Innovation 3 3 View slide
  • On the Right Track: CIO’s 2013 Personal AgendaIn 2013, which of the following goals will be top of your personal agenda as CIO? Select top 3 goals. Focus the IT organization more on business strategy than technology strategy Foster a culture within IT that drives more innovation Foster a culture within IT where IT more often provides a qualified "yes" to the business Better align IT with the business Focus IT organization on better understanding the US requirements of the consumers WE Carve out more IT budget for new projects/innovative projects Total More effectively attract new IT talent Re-skill existing IT talent Implement a more rigorous process to evaluate new ideas for IT to take on 0% 5% 10% 15% 20% 25% n = 70 WE respondents = 21; US respondents = 49 Source: IDC 2013 CIO Agenda Survey, Fall 2012 © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 4 View slide
  • Agenda  2020: Where We Are Headed  The 6 Initiatives CIOs Must Get Right in 2013  The CIO Change Agenda  Essential Guidance  Questions and Answers © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 5
  • #1. New Working Relationships with the Business By 2016, LOB executives will be directly involved in 80% of new IT investments Of the new internal IT projects initiated at your company thisPrediction year, what percentage will be led under the following Companies will initiate an average of 40 new scenarios? IT projects in 2013 (with or without IT) Project solely led / managed 58% of IT investments in 2013 will involve by IT 42% direct participation by LOB executives Businesses participation in IT projects will Project jointly led / managed 33% grow to 80% in 3 years by IT and the LOBs The implications are vast on how the CIO works with the line of business Project led / managed by LOBs, but subject to review 17%Situation Assessment by IT Cloud, social and mobile services are the great equalizers of the corporate machinery Project solely led / managed by the LOBs 8% Notable instances of CEOs & CFOs driving the migration to Cloud and Managed Services 0% 10% 20% 30% 40% 50% N = 57 Source: IDC 2013 CIO Sentiment Survey, Fall 2012 It is time to revisit IT Planning, Governance, and Portfolio Management methods © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 6
  • #2. A “Cloud First” Strategy 70% of CIOs will Embrace a “Cloud First” Strategy in 2016Prediction Cloud Agenda Items for 2013 Today, only 23% of enterprises have a “cloud first” strategy for new IT purchases Cloud architecture standards, cloud service management processes and cloud migration paths will spur grow Experience in cloud initiatives will address the current “skills gap” identified by many CIOs CFOs Will Accelerate “Cloud First”Situation Assessment Software vendors aggressively investing in cloud SaaS provides a direct linkage between solutions and business demand in a self-service model Cloud will be required platform for some industry specific analytics based solutions n= 47 Source: IDC CIO Cloud Study. April-June, 2012 © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 7
  • #3. A Mobile Application Strategy By 2013, one third of all new application development will By 2013, one third of all new application development will target a mobile form factor target a mobile form factorPrediction In 2013, 33% of all new apps will target a mobile What % of new Apps will be for Mobile form factor Devices vs. Non-Mobile Devices IT must decide on the Mobile OS and device strategy as 46% of mobile app budget goes Non-Mobile Only Devices 67% towards maintenance More apps, integration and multi-platform development will drive 60% of new mobile app development to IT services providers in 2013. Enterprise mobile app penetration will force either: Mobile Only Devices 17% a move to a standard corporate-liable devices (for compatibility) or multi-platform developmentSituation Assessment Mobile and Non-Mobile “Mobile devices are the new primary design point” Devices 16% Development portfolios skewed toward customers, sales, and service functions 0% 20% 40% 60% 80% IDC’s CIO Mobile Survey Fall, 2012 © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 8
  • #4. An Enterprise Social Network Strategy Enterprise social networks move beyond pilot stage with business sponsorshipPrediction 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 socialSituation Assessment Cultural fit is essential to success Business case can be difficult - 82% of CIOs are unable “. . . to accurately measure the ROI of our social business apps,” according to IDC social survey. Security, compliance and IP protection will remain barriers. 68% of U.S. CIOs have no formal policies regarding data retention of social data in place Social business maturity often starts with experimentation (a pilot) © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 9
  • #5. An Analytics Strategy for Intelligent Solutions Big Data & Analytics projects will be like no other IT projectPrediction The Challenges CIOs Will Face Get ready for a whole new IT project - more Business Analytics Challenges experimenting, less predictive outcomes; Insufficient computing resources 22% shortage of talent; and, 60 day project plans. High costs of technology 47% Talent (both IT and analytics) needs to be able Data integration is very complex 40% Insufficient specialized IT skill-sets to create answers to undefined questions required for implementation 31% Design and deployment time is tooSituation Assessment lengthy 28% Insufficient specialized analytical skills Big data/analytics projects are changing the way required for use 27% businesses make decisions Poor data quality 22% CIOs must understand how to succeed Big Data Challenges Data architecture, data quality and data Deciding what data is relevant (what 25% governance are major gaps in large enterprises data to keep/store and what data to… The technology will be easy when compared to Cost of technology infrastructure 13% the business case Not having enough or the right IT skills 11% to manage Big Data projects Seeking major funding for a rapid development Not having enough or the right analytics 10% with no certain value staff to analyze the data Not knowing how to decide which technology is best/most appropriate… 9% Lack of business support and/or business units do not understand the… 9% Source: IDC 2012 Vertical IT & Communications Survey N = 2699 © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 10
  • #6. IT Talent for the 2020 IT Organization IT Talent will be become the biggest barrier to innovationPredictionCIOs have a wide range of IT talent issues highly Out of the IT FTE in 2013, what percentcorrelated to location and industry including: do you estimate will be allocated to the  Recruiting following activities?  Retention  Talent Development – Skills and Leadership 2013 2018  Performance ManagementInability to access new skill sets will limit an ITinnovation 49% 47% 51% 53%Situation AssessmentCIOs will need to cultivate best practices in ITtalent strategies: Building IT Systems  Assess current state and today’s needs Building IT Systems Governing and Managing IT Systems Governing and Managing IT Systems  Define future organization and skill needs  Create the internal talent strategy N = 57 Source: IDC 2013 CIO Sentiment Survey, Fall 2012  Re-think sourcing strategies to fill the gap  Assessing external IT talent © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 11
  • Agenda  2020: Where We Are Headed  The 6 Initiatives CIOs Must Get Right in 2013  The CIO Change Agenda  Essential Guidance  Questions and Answers © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 12
  • What Will the CIO’s Role Look Like in 2020? By 2018, 50% of Business Execs will view the CIO as a Business InnovatorPrediction By 2018, 50% of business executives will view their CIO primarily as a partner for business innovation and improvement. The other 50% will see them as owners of costs, risk and services. While CIOs may need to play all three roles, the key is business perception. This has broad implications on the CIO Agenda. The transition from a portfolio of systems & technologies to a portfolio of services positions the CIO to engage in business innovation and improvement. 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 Innovator Business Services Focus Costs and Risk Service Excellence Business Value Jobs Scope Data Center, IT Ops Both Business and Technology Business Processes, Service Catalog Capabilities and Analytics © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 13
  • CIOs can own the Change Agenda to reshape IT • Run IT Like a Business • Become a world class provider of Business Services • IT Strategies that transform IT (if not the business) • Sell the business value of Agility and the 3rd Platform • Plan your Legacy Migration Strategy • Get out of the data center business • Move to a Zero Capital funding model • Foster 3rd Platform Innovation in IT - Cloud, Mobile, Social, and Big Data / Analytics “If we don’t sell change someone else will!” 14
  • Run IT Like a Business – Account Management Separate IT Systems from Business Services Business Relationship Managers • Source Information Services both internally and externally • Develop Service Metrics • Serve middle management – the source of much innovation CIO Relationship Arch. IT App. Dev. Infrastructure Ops. Mgt. Management Services “Business Service “IT Service Management - Strategy, Sourcing and Competing for Services” Innovation” Architecture manages an Apps, Infrastructure & OperationsExtended Information Architecture compete for market share and Service Integration 15
  • Run IT Like a Business – IT StrategyStrategy Maps can link the IT Agenda to the Business Plan Theme: Pricing Elasticity based on Market Insight Financial Gross Margin Sales Improvement EfficiencyBusiness Driven Customer Customize Special Pricing Offerings Technology OperationalTop downStrategy Market-based Product Pricing Mobile Pricing Market Tools Analytics ** Based on The Balanced Scorecard, Kaplan/Norton 16
  • Run IT Like a Business – IT Strategy Strategies can also target Agility, Service Integration, etc Theme: Data Quality and Accessibility Capabilities Analytics / InsightsCapabilities Driven Solutions Mobile Pricing Market Tools Analytics Architecture TechnologyBottom Up Enterprise Business Strategy Data Intelligence Warehouse Tools Data Integration Architecture Cleansing (EAI & ETL) ** Based on The Balanced Scorecard, Kaplan/Norton 17
  • Fostering 3rd Platform Innovation in ITEarly Adopters took small steps in the right directionCloud • Migration to Public Cloud for development and testing • Architecture reviews, Service Integration and Data Integration for SaaS solutions • Update Sourcing practices to respond to Cloud ServicesMobile - 1/3 of all new Application Development will target mobile • In-house mobile development pilots • Moving field, sales, and support apps to mobile solutionsSocial • Adoption of File sharing and Collaboration tools both within IT and for projects • Offer solutions to remote worker, sales and field operations • Develop Unified Communications solutionsBig Data / Analytics • Adoption of Open Source Tools and Cloud Services for Big Data • Rewriting legacy apps in Pig Latin • Identify dynamic data sources 18
  • Agenda  2020: Where We Are Headed  The 6 Initiatives CIOs Must Get Right in 2013  The CIO Change Agenda  Essential Guidance  Questions and Answers © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 19
  • Essential Guidance “IT’s about the Information not the Technology” Redefine the Role of the CIO before the business does! Manage Business Relationships the way your Adapt and Thrive! best vendor would Develop Business Service Management metrics Develop IT strategies that create Agility Foster 3rd Platform innovation within IT Plan for an Extended Enterprise Architecture Get ready for IaaS as a CFO imperative Next Gen Sourcing and IT Talent strategies will enable the transition to Information Services The right portfolio of services and systems will enable the agile enterprise and separate winners from losers 20
  • Questions and Discussion David McNally Vice President, IT Executive Advisor dmcnally@idc.com © IDC Visit us at IDC.com and follow us on Twitter: @IDC 21
  • IDC Overview IDC is the premier independent global market intelligence, events, and advisory firm for information technology, telecommunications, and consumer technology markets IDC is a subsidiary of IDG, the worlds leading technology media, events and research company IDC has been delivering IT intelligence, industry analysis, market data, and strategic guidance since its 1964 founding by Patrick McGovern More than 1,060 IDC analysts, including in-house statisticians and economists, provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries Our multilingual, multicultural workforce surveys over 300,000 technology users and decision makers annually, delivering unrivaled coverage We advise IT professionals on making more effective technology decisions by providing insightful fact-based research and consulting services 22
  • IDC’s IT Executive ProgramsWhy IDC IT Executive ProgramsIDCs IT Executive Programs consists of a family ofresearch programs intended to help todays time-constrained IT executives make more effectivetechnology decisions.The program offers accurate and timely fact-basedresearch and programs that will assist IT executives inmitigating technology risks, maximizing theeffectiveness of IT investments, identifying andcapitalizing on new opportunities, and bringing forthsolutions that are aligned with the organizationsbusiness objectives.Our IDC IT Executive Program offers you: Flexible options for a program that is right for you Easy analyst access A CIO Advisor Peer group through the CIO Executive Council © IDC Visit us at IDC.com and follow us on Twitter: @IDC 23
  • IDC’s CIO Agenda PracticeWhy IDCs CIO AgendaIDCs CIO Agenda research program recognizes thatan IT executives time is better spent engaging the Working with the Innovation Maximizing IT’sbusiness around IT than managing day-to-day IT Business Strategies Performanceoperations.CIO Agenda supports IT executives in creatinga business-based IT organization by providingstrategies, best practices, frameworks, and advice Replatforming Deriving Business Planning for End Incorporating Socialaround the most important issues on a CIOs Around the Value through User Devices of into Workplaceagenda: Cloud Information the Future Collaboration Emerging IT Strategies Case Studies on IT Transformations Peer Benchmarking on Best Practices IT Performance Metrics IT Spending Surveys App/Dev Governance, Risk & IT Enterprise Service Mgmt Architecture and Compliance Architecture Strategies Strategies Framework Data Mgmt, IT Staffing & IT Sourcing & IT Financial Mgmt Governance & Organizational Procurement Strategies Information Security Strategies Strategies © IDC Visit us at IDC.com and follow us on Twitter: @IDC 24
  • IDC’s IT Benchmarking and Sourcing PracticeWhy IDC for Benchmarking and SourcingIDCs Benchmarking and Sourcing research is a setof solutions designed to ensure that your technologypurchasing and deployment decisions are optimized.With 50% of the Fortune 500 companies havingaccessed our research, IDC is the pioneer in helpingorganizations establish best in class andbenchmarking metrics.Our IT Benchmarking and Sourcing research willenable you to: Drive spending efficiencies to allocate savings towards innovation Get the best pricing for your strategic IT investments Validate costs against peers Stay ahead of market trends within the IT industry © IDC Visit us at IDC.com and follow us on Twitter: @IDC 25
  • IDC’s Mobility PracticeWhy IDC for Mobility DecisionsOur fact-based global research team of 20 full time IDC’s Mobile Device Decision Frameworkanalysts and over 100 contributing analysts worldwidecovering mobile devices, network infrastructure,telecommunication services, software, andsemiconductors can help you with the following mobilitydecisions: How is mobile technology transforming the way our organization needs to interact with customers, employees, and partners? How do I manage corporate-liable and employee- liable devices? What is the threshold for Corp App Store adoption? What are my organizations must-have security, access management and compliance features for mobility? What are the different usability functions and security requirements for different workers and types of information? What security components do I incorporate into an app? What capabilities can mobile management systems provide to support CIO needs? © IDC Visit us at IDC.com and follow us on Twitter: @IDC 26
  • IDC’s Cloud PracticeWhy IDC for Cloud IDC’s Cloud Progress MonitorOur fact-based global research team of 33 full timeanalysts and over 100 contributing analysts worldwidecovering cloud applications, platforms, infrastructure andservice around cloud help you with the following clouddecisions: How do organizations assess their readiness for cloud? What impact should cloud have on the data center? What should organizations be looking out for in cloud- based service-level contracts? What strategies should organizations deploy to ensure optimal cost/performance in their cloud contracts? What are strategies for buyers to link contracts and payments to user success? What options do companies have to protect their data and IP in cloud deployments? What do organizations need to know about secure cloud transactions? Source: IDC Cloud Study, 2012 © IDC Visit us at IDC.com and follow us on Twitter: @IDC 27
  • IDC’s Big Data and Analytics PracticeWhy IDC for Big Data and AnalyticsOur fact-based global research team of 7 full time Big Data/Analytics Challengesanalysts and over 100 contributing analysts worldwidecovering analytics and data managementsoftware, industry applications, server and storageinfrastructure, high performance computing, andprofessional services help you with the following big dataand analytics decisions: How do I measure the readiness of my organization for effectively leveraging big data trends and technologies? How have my peers harnessed big data technologies and trends? What best practices are emerging? How have others defined and generated value? How will big data technologies evolve? What leading indicator should I use to pace the level of technology evolution around big data? How should I ready my IT infrastructure and architectures? © IDC Visit us at IDC.com and follow us on Twitter: @IDC 28
  • IDC’s Social PracticeWhy IDC for Social BusinessOur fact-based global research team of 21 full time social Social Software Adoptionbusiness analysts and over 100 contributing analystsworldwide covering social customer relationshipmanagement, enterprise 2.0 and collaboration, partnernetworks, supplier networks, unifiedcommunications, social commerce and socialinfrastructure, can help you with the following socialbusiness decisions: How can organizations use social business for a competitive advantage? How do CIOs enable and support the adoption of social business tools across the business? What’s business value can be created by integrating social technologies with enterprise systems? How do organizations overcome the challenges they face when enabling /allowing employees to use social business tools? How do organizations calculate ROI and risk? How do CIOs create an architecture that can change as our expectations of the social network change? © IDC Visit us at IDC.com and follow us on Twitter: @IDC 29
  • IDC is the premier global provider of market intelligence, advisory services, andevents for the information technology, telecommunications, and consumertechnology markets. IDC helps IT professionals, business executives, and theinvestment community make fact-based decisions on technology purchases andbusiness strategy. More than 1,000 IDC analysts provide global, regional, andlocal expertise on technology and industry opportunities and trends in over 110countries worldwide. © IDC Visit us at IDC.com and follow us on Twitter: @IDC and @IDCInsights 30 30