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  • High Performance IT 2008 Since 2005, Accenture has been studying the factors that affect performance in managing and executing information technology. This global research program examines how the world’s largest businesses and public-sector organizations are managing their IT investments and processes across IT functions, including innovation, industrialization (of IT management and IT delivery methods), integration, infrastructure and information. This research is based on the responses from 260 CIO. These companies’ annual revenues is 3.6 trillion Facebook – Social Networking Society
  • P ure-play consumer Internet companies have raced forward and established a completely new set of expectations around user experience, participation, mobile access and real-time responsiveness, most corporations s are falling behind.
  • P ure-play consumer Internet companies have raced forward and established a completely new set of expectations around user experience, participation, mobile access and real-time responsiveness, most corporations s are falling behind.
  • Technology readiness is not an issue but enterprises are still deplorably slow to adopt new technology because their leaders are not confident that their organizations will be able to undergo the necessary organization changes in relation to processes and people to get value from the investments. Customer facing systems are among the portfolio’s poorest performing applications in terms of technical and business adequacy - Only 15 percent of system interfaces within organizations surveyed focused on the customer - Employees still do not have access to the information they need to do their jobs - Looking at information and data flow, we found that only 15 percent of information systems interfaces within organizations centered on the customer. Finally, only 21 percent of the typical organization’s customer information was very detailed and only 19 percent said it was very accessible to decision-makers and line staff (see Exhibit 6.1-6.3). Should your organization provide source-level customer reviews on its products and services? Do you provide on-demand advice to your customers and feed that experience back into your product cycle? Do you cross sell and connect your consumers to broader communities of interest? Do you provide mobile access to products, services and information? Rich Internet Applications. You can be sure you’re using a Rich Internet Application (RIA) whenever you use a Web tool with an advanced user interface that can perform complex tasks as fast as any software installed on your PC—even when offline. Examples include Google Earth, Google Apps, some online financial planning tools and many others. RIAs are different in that it is the user device (for example, the PC) that acts as the interface while the bulk of the data stays on the application server. All consumer-facing Web applications that involve multi–step processes are data-intensive, requiring direct manipulation, complex selection and client-side processing, making them good candidates for RIAs. Real-time Insight. Most large organizations now have years of standardized customer transaction data available through their customer relationship management and financial systems. Recent accessible data additions include the growth of Internet transaction history. And in some sectors, such as wireless telecommunications, location data is now automatically collected. New modeling tools allow organizations to generate and act on this business insight and connect it directly to their business processes. Retailers in Japan are at the forefront of using point-of sale data to optimize merchandizing by using advanced analytics. Other applications capable of predictive insight are being used to monitor plants and equipment, and predict possible future equipment failure and customer service disruptions. For example, predictive monitoring in the electricity generation industry can deliver millions of dollars in savings per plant and reduce risks for enterprise customers.
  • New collaboration platforms for your workforce. Workers in highvalue roles such as top and middle management, R&D, marketing and product management spend more than 80 percent of their time working collaboratively. Yet for the most part, these interactions are not face-toface: collaborators are geographically disbursed between head offices and regional branches as well as organizationally between business units. The result is that large enterprises using collaboration technology are trending toward two distinct points. The first is the media-rich, natural, synchronous collaboration platform prototype for personality-oriented tasks such as management decision-making. An example is Hewlett-Packard’s Halo, an environment dedicated to ad hoc virtual meetings. The other point is highly integrated, asynchronous platforms for process-oriented tasks such as IBM’s “Jazz,” a process driven, integrated environment for collaborative software development Mobility for enterprise applications. Mobility represents a broader trend. Mobile devices continue to improve in performance, features and uses for both personal and business needs at home and in the workplace. Now that 3G and Wi-Fi bandwidth are finally ready; layered handset architectures are in place and sophisticated mobile devices are affordable to all: enterprises must take advantage of this ubiquity and make their mainstream applications available on mobile platforms. Web 2.0 enterprise applications. Wikis, blogs, Facebook, MySpace, YouTube and other consumer Internet sites enabling mass participation continue to be wildly successful. Along with the obvious marketing and public-relations opportunities, large corporations and public-sector organizations can utilize the crowd-sourcing aspects of these models and leverage them for their own innovation and participative decision making. Sometimes this involves reaching outside the boundaries of the enterprise. One commercial example of how social networking concepts have been successfully used is InnoCentive, a marketplace for R&D challenges. On InnoCentive’s website, corporations post R&D problems or challenges for any of 90,000 registered “solvers” from 170 countries to work out. Solvers whose solutions are accepted receive rewards ranging from $25,000 to as high as $100,000; a small investment compared to the value delivered. Interestingly, many solutions come from left field— physicists who solve what are nominally chemistry challenges, for example. 과학자 집단과 전세계 주요 기업을 연결해 각종 연구 · 개발 과제를 해결해주는 인터넷 비즈니스 회사 . 본문 운영 방식은 기업이 이노센티브와 의뢰인 계약을 맺고 연구 · 개발 해결과제를 제시하면 , 해결자로 등록된 과학자가 주어진 해결과제를 검토하고 온라인으로 솔루션 을 제출한다 . 그러면 의뢰한 기업은 제출된 솔루션을 검토하여 그 가운데 최고의 솔루션을 선택하고 , 이노센티브는 선정된 과학자나 해결자에게 상금을 지급하는 방식이다 . 이노센티브를 이용하면 , 기업은 회사가 해결할 수 없는 어려운 과학문제를 해결할 수 있고 , 문제를 해결한 과학자는 그에 상응하는 재정적 보상을 받을 수 있다 . 또 이노센티브는 수수료 를 받아 회사를 운영한다 . 물론 보상금 은 의뢰한 기업이 지불하고 , 이를 회사가 일정한 방침에 따라 과학자에게 지급하는 것이다 . 데이터의 소유자나 독점자 없이 누구나 손쉽게 데이터를 생산하고 인터넷에서 공유할 수 있도록 한 사용자 참여 중심의 인터넷 환경 .  인터넷상에서 정보를 모아 보여주기만 하는 웹 1.0 에 비해 웹 2.0 은 사용자가 직접 데이터를 다룰 수 있도록 데이터를 제공하는 플랫폼이 정보를 더 쉽게 공유하고 서비스 받을 수 있도록 만들어져 있다 . 블로그 (Blog), 위키피디아 (Wikipedia),  딜리셔스 (del.icio.us) 등이 이에 속한다 .
  • High Performance IT 2008 Since 2005, Accenture has been studying the factors that affect performance in managing and executing information technology. This global research program examines how the world’s largest businesses and public-sector organizations are managing their IT investments and processes across IT functions, including innovation, industrialization (of IT management and IT delivery methods), integration, infrastructure and information. This research is based on the responses from 260 CIO. These companies’ annual revenues is 3.6 trillion Facebook – Social Networking Society
  • The "good enough" crisis: A situation in which product-based differentiation is no longer rewarded, thus triggering the maturation of every product category. Ten years after the Internet, and 20 years after client/server and the PC, many enterprise software segments have been hit by the "good enough" crisis. • The "IT does not matter" crisis: A general disillusionment with IT that was captured by Nicholas Carr's May 2003 Harvard Business Review article and produced a conservative spending environment for the past four years. • The "complexity" crisis: A desire for simplification and reluctance to introduce new technologies in an enterprise environment already struggling to deal with the legacy of decades of IT experimentation (a term coined by research firm IDC). 지난 5 월 하버드비즈니스리뷰에 실린 카 (Nicholas G. Carr) 의 논문 “ IT Doesn’t Matter” 는 전 세계 석학들과 IT 벤더들간의 IT 의 가치에 대한 뜨거운 논쟁을 불러 일으켰다 . 뉴욕타임즈 , 워싱턴포스트 , US 투데이 등과 같은 주요 매체가 IT 를 철도 , 전기 등과 같은 유틸리티에 비교하여 일상화된 IT 가 더 이상 개별 기업에게 이익 (advantage) 를 가져다 주지 못할 것이라는 카의 주장을 앞다투어 소개했다 . 존 하겔 (John Hagel), 스티브 로어 (Steve Lohr), 데이빗 커크패트릭 (David Kirkpatrick) 등의 IT 비즈니스 트렌드에 상당한 영향력을 발휘하는 컨설턴트와 컬럼리스트들은 논문이 공개되자마자 카의 “ IT Doesn’t Matter” 에 대한 논평을 발표했다 . 이들의 평가는 카의 지적이 상당부분 맞기는 하지만 아직까지는 IT 가 다른 유틸리티와 같이 취급될 수 있을 정도로 일반화되지 않았으며 , 비즈니스를 제외하고 IT 만을 바라보고 “ IT 는 더 이상 중요하지 않다”라는 평가를 내리는 것은 성급했다는 의견이 대부분이다 . 이 논문에서 카의 공격의 대상이 된 IT 벤더들은 카의 논문에 심한 불쾌감을 나타내며 이를 비난하고 있다 . 인텔 CEO 인 크레이그 배렛 (Craig Barret), 마이크로소프트 회장인 빌 게이츠와 CEO 인 스티브 발머 , 시스코의 CIO 인 브래드 보스톤 (Brad Boston) 등은 카가 IT 의 복잡성이나 비즈니스에서의 역할을 이해하지 못하고 있다고 평하고 심지어는 제정신이 아닌 것 같다는 원색적인 비난을 퍼부었다 . IT 의 진정한 가치나 IT 의 가치를 최대한 활용하는 것에 대한 논란은 오래 전부터 있어왔다 . 하지만 하버드비즈니스리뷰와 같이 영향력이 있는 논문집에 “ IT Doesn’t Matter” 라는 직설적인 제목의 논문이 실리고 , 전 세계 수많은 IT 전문가들과 벤더들 , 미디어들이 즉각적인 반응을 보인 예는 드물다 . 논문이 발표된지 3 개월이 지났지만 아직도 그 논쟁의 열기가 식을 기미를 보이지 않고 있다는 것은 IT 의 진정한 가치에 대한 관심이 그만큼 높고 어떠한 방향으로든 기업에 있어 IT 의 가치가 변화하는 시점이라는 것을 의미한다 . 마켓 & 트렌드에서는 총 3 회에 걸쳐 카의 “ IT Doesn’t Matter” 의 주요 내용을 소개하고 이에 대한 반론을 요약 정리하여 소개하고 IT 가치에 대한 인식이 변화하는 현 시점에서 기업과 IT 벤더가 각각 어떤 입장에서 어떤 전략을 취해야 할 것인지에 대해 논하고자 한다 . 1. IT Doesn’t Matter “IT Doesn’t Matter” 에서 카의 주장은 매우 간단하다 . IT 의 보급이 빠르게 진행되면서 IT 는 점차 일용품 (commodity) 화 되어가고 있고 , 더 이상 전략 (strategy) 으로서의 역할을 하지 못한다는 것이다 . 그럼에도 불구하고 IT 벤더들은 기업들의 지속적인 수요를 발생시키기 위해 지속적으로 최첨단의 IT 를 도입하지 않으면 경쟁에서 뒤쳐진다고 경영자들을 위협하면서 결국은 IT 에 대한 과투자 (over-spending) 를 유도한다는 것이다 . 카는 기업들에게 이와 같은 IT 벤더들의 위협이나 유혹에 넘어가지 말고 IT 투자를 줄이고 최신 기술을 도입하는 리더가 되지 말고 기술이 검증된 뒤에 도입하는 후기도입자 (follower) 가 되라고 권하고 있다 . 또한 IT 를 통해 새로운 사업 기회를 확보하겠다는 기대를 하기보다는 사소한 결함이나 시스템중단 , 보안 등과 같은 IT 의 위험요인에 더 집중 해야 한다고 주장하고 있다 .
  • High Performance IT 2008 Since 2005, Accenture has been studying the factors that affect performance in managing and executing information technology. This global research program examines how the world’s largest businesses and public-sector organizations are managing their IT investments and processes across IT functions, including innovation, industrialization (of IT management and IT delivery methods), integration, infrastructure and information. This research is based on the responses from 260 CIO. These companies’ annual revenues is 3.6 trillion Facebook – Social Networking Society
  • Lilliputians 난쟁이
  • High Performance IT 2008 Since 2005, Accenture has been studying the factors that affect performance in managing and executing information technology. This global research program examines how the world’s largest businesses and public-sector organizations are managing their IT investments and processes across IT functions, including innovation, industrialization (of IT management and IT delivery methods), integration, infrastructure and information. This research is based on the responses from 260 CIO. These companies’ annual revenues is 3.6 trillion Facebook – Social Networking Society
  • Rife 가득찬 《 with 》
  • Pre-emptive 선제
  • High Performance IT 2008 Since 2005, Accenture has been studying the factors that affect performance in managing and executing information technology. This global research program examines how the world’s largest businesses and public-sector organizations are managing their IT investments and processes across IT functions, including innovation, industrialization (of IT management and IT delivery methods), integration, infrastructure and information. This research is based on the responses from 260 CIO. These companies’ annual revenues is 3.6 trillion Facebook – Social Networking Society
  • AD application development AIM application integration and middleware AIS application and integration suite B2B business-to-business BI business intelligence BPMS business process management suite CDI customer data integration CPM corporate performance management DCC digital content creation DI data integration EMEA Europe, the Middle East and Africa ESB enterprise service bus HSM hierarchical storage management ITOM IT operations management MDM master data management MOM message-oriented middleware OOA&D object-oriented analysis and design OS operating system OSS open-source software PIM product information management PPM project and portfolio management PPMW portal, process and middleware SCCM software change and configuration management SCM supply chain management SIEM security information and event management SOA service-oriented architecture TPM transaction processing monitor

Copyright © 2008 Accenture All Rights Reserved. Accenture ... Presentation Transcript

  • 1. Point of View : Enterprise Software 2008.1
  • 2. Agenda
    • High Performance IT 2008
    • Enterprise Software Dynamics
    • Long Term Implications For Sector
    • Implications For Vendors
    • Enterprise Software Market
  • 3. High Performance IT 2008 : There’s No Substitute for Substitution For five years following the 2001 tech bust, IT investment in the major industrialized economies all but dried up. Spending was driven mostly by replacement activity.
    • 2007 was the first time in nearly a decade that IT investing was not simply about replacing broken boxes.
    • T he first half of 2008 might be dominated by uncertainty over global economic growth, and business leaders will reassess their current investment plans.
    • P ure-play consumer Internet companies have raced forward and established a completely new set of expectations
    • On a positive note, CIOs understand that most of the new technology is technically mature, cheaper than the technology it replaces and easier to install.
    • Respondents said enterprise systems were already fully depreciated.
    • IT teams spend n early 40 percent of their time running & fixing existing systems, drip-feeding life support to legacy systems .
    60% HR 48% R&D 62% Finance 61% Customer Service 63% Sales 64% Operation
  • 4. High Performance IT 2008 : New Substitutes This time it is technology adoption and not technology innovation that is driving the change: Enterprises will not be creating new technology, but using ready-made (and tested) success stories from the consumer world.
    • Virtualization: Saying goodbye to the box. Desktop, networks, servers, data centers—they’re all like electricity. However they have zero effect on differentiating your business. Infrastructure virtualization—the physical decoupling of business processes, software and hardware—has made IT-as-utility a reality .
    • SOA: Making dynamic processes more dynamic with IT . After years of talking about process centric IT, organizations worldwide are now choosing service-oriented architecture initially to address technology integration challenges, but also to help them move toward business process integration.
    • Software-as-a-Service: Owning is obsolete. Since the earliest days of hosted applications, CIOs have wondered whether they really need to keep developing and maintaining
    • so many of their solutions and systems in-house. That discussion has intensified with the rising costs and difficulty of maintaining and upgrading legacy systems.
  • 5. High Performance IT 2008 : IT investment, CIO’s Agenda Focus IT Investments on your end customer.
    • Customer facing systems are among the portfolio’s poorest performing applications in terms of technical and business adequacy
    • Many organizations must take a look at their core front-office systems and associated processes : CRM, sales & marketing, billing.
    • The test should not be about technical and business adequacy. Instead, a good way will be to base their reviews on expectations built up from consumer Internet experiences
    • Two broad kinds of technologies - Rich Internet Applications and Real-time Insight—form the basis of what the consumer Internet offers other industries and government in improving their own customer experience:
    Finance Operations HR Customer Services Sales R&D Dis.
  • 6. High Performance IT 2008 : IT investment, CIO’s Agenda Let user-determined computing transform the way your employees work
    • Many organizations try to increase productivity by supporting outdated ways of working through information technology.
    • Their legacy systems usually don’t support to change the processes - only to standardize them.
    • As a result, for all the investment over the past decade, relatively little has changed at work.
    • In the early information age, the workplace was the arena for cutting edge technology.
    • Now, employees are seeing more IT innovation outside of the workplace.
    • “ user-determined computing”: employees bringing technology into the enterprise, ranging from PDAs and instant messaging tools to Internet telephony, technical blogs and message boards.
    • New collaboration platforms - The media-rich, natural, synchronous collaboration platform prototype for personality-oriented tasks, HP’s Halo - highly integrated, asynchronous platforms for process-oriented tasks. IBM’s Jazz
    • Mobility for enterprise applications. - enterprises must take advantage of this ubiquity
    • Web 2.0 enterprise applications. - InnoCentive post R&D problems or challenges for any of 90,000 registered “solvers” from 170 countries. - Solvers whose solutions are accepted receive rewards ranging from $25,000 to as high as $100,000; a small investment compared to the value delivered.
  • 7. Agenda
    • High Performance IT 2008
    • Enterprise Software Dynamics
    • Long Term Implications For Sector
    • Implications For Vendors
    • Enterprise Software Market
  • 8. 1. What is happening?
    • There is no next great wave for Enterprise Software
    • Yet, just as the winners are trying to settle down into a stable industry structure …
    • … the elements of a powerful disruption of the market have been building and are getting stronger: SOA, Open Standards and Utility Computing
    • T he industrialization of the software value chain is a necessary component of the march forward for software
    • The next wars of software are the wars of the value chains—the next innovations are production innovations
  • 9. Where is the headed? The First 40 Years Where Now? Mini-Computer Client Server Net Centric Host Mainframe
    • Consolidation
    • Software-as-a-service
    • SOA
    • Open Source
    • Open standards
    • SME, International, Vertical
    • Mobility, Embedded systems
    • Utility computing
    • Grid
  • 10. B U Type of User Type of Business B U
    • Corporate
    • Process
    • Departmental
    • Consumer
    • Large Info Intensive
    • Large
    • Small
    Net Centric B U
    • Corporate
    • Process
    • Departmental
    • Large Info Intensive
    • Large
    • Small
    Client Server B U
    • Corporate
    • Departmental
    • Large Info Intensive
    • Large
    Mini-Computer B U
    • Corporate
    • Large Info Intensive
    Host Mainframe Banks—payment processing Engineering—CAD CRM Office applications Customer Self Service eCommerce Platform shift = expansion of business hierarchy
  • 11. B U
    • Corporate
    • Process
    • Departmental
    • Consumer
    • Large Info Intensive
    • Large
    • Small
    The Full Hierarchy
    • Mobility
    • International
    • Small business
    • ……
    Remaining Opportunities = Extensions Implication: Platform Shift As Main Expansion Mechanism Is Dead. No Next Mega Wave for Business Software
  • 12. Mean 1 Standard Deviation Source: Company 10-Ks, Accenture Analysis N= 78 N= 60 N= 12 N= 12 N= 5 Revenue Operating Profit vs. Revenue 9 % 16 % 12 % 24 % - 14 % -60% -40% -20% 0% 20% 40% 60% $10 - $100M $100M - $500M $500M - $1B $1B-$2B $2B+ Revenue Segments Operating Profit (%) Time to consolidate. Bigger is better. End of story?
  • 13. B U Internet
    • Open Standards
    • SOA
    Good Enough Crisis Create Configure Host Maintain Industrialization of the Value Chain Lowered Barriers to Entry Full Hierarchy End of Wave Consolidation the Internet seeded something else…
  • 14. Create Configure Host Maintain From Product-based Differentiation to TCO, Speed to Value, Customer Experience Speed Efficiency Customer Intimacy Good enough crisis Open standards 50% to 90% of TCO IT Complexity crisis IT Doesn’t Matter crisis Developing Value Shifts in the Software Value Chain Creation Delivery 1 2 1 From Proprietary Innovation to Speed, Efficiency, Customer Intimacy 2 Open Source Industrialization of the Value Chain: why the old value chain must be re-invented.
  • 15. Create Configure Host Maintain Software as a Service First success for on-demand Open Source Collaborative, networked governed development model LAMP (Linux, Apache, MySQL, Pearl) Over 100,000 projects on SourceForge IBM, Microsoft, Google, Sun, BEA, SalesForce, all key contributors The first successful shots at the old value chain: both of them disruptions.
  • 16.
    • Interoperable parts system
    • Standard measuring gauge
    • Moving assembly chain
    • Specialized labor
    1914 Industrialization 2005-2015 Industrialization
    • SOA Open standards (XML, etc.)
    • Internet
    • Global Web services factories
      • Developing
      • Testing
      • Assembly
    • Global developer pool
    Gains from 1913 to 1914 Assembly time improvement: 8x Price of a car decrease: 12x SOA: A blueprint for an industrialized software value chain. A production innovation.
  • 17. Agenda
    • High Performance IT 2008
    • Enterprise Software Dynamics
    • Long Term Implications For Sector
    • Implications For Vendors
    • Enterprise Software Market
  • 18.
    • As traditional market dynamics and internet-born disruption play out, the sector will metamorphose into a hybrid industry
      • Consolidated and fragmented—polarized industry structure
      • Horizontal layering and vertical integration
      • Mix of on-premise and utility computing
    2. Where is the sector headed?
  • 19. B U Internet
    • Open Standards
    • SOA
    Create Configure Host Maintain Industrialization of the Value Chain 2. Internet Based Disruption 1. Internet Triggered Consolidation Lowered Barriers to Entry Remember we have two sets of dynamics at play…
  • 20. From To The Big Get Bigger The Rise of the Lilliputians Disappearing Middle So, as anything shaped by multiple influences, the industry will be a hybrid: concentration and fragmentation …
  • 21. OS Database Middleware Applications IT Services Business Services Horizontal layering and vertical integration
  • 22. ON PREMISE UTILITY On-premise and utility based computing—both industrialized. INDUSTRIAL STRENGTH INDUSTRIAL STRENGTH
  • 23. Agenda
    • High Performance IT 2008
    • Enterprise Software Dynamics
    • Long Term Implications For Sector
    • Implications For Vendors
    • Enterprise Software Market
  • 24.
    • On-premise vendors must industrialize their value chain—the blueprint for the next value chain is already becoming evident—SOA is a key to it
    • Beyond this, different vendors will face this changing market differently
      • Best of breeds face tough choices as their space mature: diversification, reinvention, complement position, exit—many will slowly disappear
      • Consolidators can create the next great software distribution companies—but consolidation cannot be the only strategy and is rife with challenges
      • Platform candidates must act quickly: the window of opportunity for creating the next proprietary platform is closing rapidly
      • Software-as-a-service disruptors still have a long way to go—to prosper, they must continue to perfect their innovation: the business model
    3. What should vendors do?
  • 25. End of Wave Dynamics Internet-based Disruption Regular Wars Guerilla Wars Disruptors Vendor Traditional Vendors Two wars for software vendors. Create Configure Host Maintain Industrialization of the Value Chain Lowered Barriers to Entry
  • 26. End of Wave Dynamics Internet-based Disruption Regular Wars Guerilla Wars Disruptors Vendor Traditional Vendors Platform Strategy Mergers and Acquisitions Industrialization of Value Chain The weapons of choice.
  • 27. Mega Vendor Challenge at the Top End Disruptor Challenge at the Bottom End “ IT Does Not Matter” “ Complexity” “ Good Enough” Incumbent Vendor (e.g., best of breed) International Markets SMB Vertical Solutions Consolidation Orchestration Disruption and Orchestration Disruption Market Challenge Market Opportunity SaaS and Open Source For best of breed vendors: avoiding the Perfect Storm.
  • 28.
    • Adopt SOA
    • Open and distribute development
    • Orchestrate partner innovation network
    • Leverage Open Source—focus on differentiation opportunity only
    • Copy Open Source—create collaborative development model
    • Decouple new product development from maintenance
    • Bring the customer in process
    • Adopt SOA
    • Orchestrate delivery partner network
    • Decouple and distribute delivery activities
      • Customization
      • Maintenance
      • Testing
    • Bring the customer in process
    Create Configure Host Maintain Pre-emptive response for all on-premise vendors: Industrializing the Enterprise Software value chain.
  • 29.
    • The industry is changing—the platform switch is no longer the key driver of growth—doing IT better is—this likely means slow growth ahead
    • The most powerful and immediate set of dynamics at this time are the end of the previous wave and the consolidation of the industry
    • The internet led, wave of change is starting to gather momentum
      • It is more than Saas—although Saas is leading the transformation
      • It is a whole new approach for creating and delivering software (new architectures, new processes, new labor/participants, new delivery = a new value chain)
      • In time, it has the potential for true disruption
    • Only the large vendors will prosper in the current end of the wave dynamics
    • Only the far thinking vendors will prosper in the next, global, industrial age of Enterprise Software—an industrialist’s mindset is required.
    In summary…
  • 30. Agenda
    • High Performance IT 2008
    • Enterprise Software Dynamics
    • Long Term Implications For Sector
    • Implications For Vendors
    • Enterprise Software Market
  • 31. IT Market Worldwide
  • 32. Enterprise Software Markets With CAGRs of More Than 10% Worldwide
  • 33. Software Sub segments Growing With a CAGR Higher Than 10%, 2006-2011, (Total Software Revenue in Millions of Dollars) Worldwide
  • 34. Software Sub segments Growing With a CAGR Higher Than 10%, 2006-2011, (Total Software Revenue in Millions of Dollars) Worldwide Source: Gartner (October 2007)
  • 35. IT Market Korea
  • 36. IT Market Korea 2007 Source: 한국소프트웨어산업협회 ,2008.01 2006
    • SW, 컴퓨터관련서비스 매출액 (2006.01 ~ 2007.10)
    ( 단위 , 억원 )
  • 37. Software Market Korea
    • 패키지 소프트웨어 매출액 (2005.01 ~ 2007.10)
    Source: 한국소프트웨어산업협회 ,2008.01 ( 단위 , 백억원 ) 2006.12 2006.12 2007.01 ~ 10
  • 38. Software Market Korea
    • 컴퓨터 관련 서비스 매출액 (2005.01 ~ 2007.10)
    Source: 한국소프트웨어산업협회 ,2008.01 ( 단위 , 백억원 ) 283 186 227
  • 39. 감사합니다 ! Accenture 이세제 이사 [email_address] 011-9990-7752
  • 40. Glossary Appendix Source: Gartner (October 2007) IT operations management ITOM hierarchical storage management HSM enterprise service bus ESB Europe, the Middle East and Africa EMEA data integration DI digital content creation DCC corporate performance management CPM customer data integration CDI business process management suite BPMS business intelligence BI business-to-business B2B application and integration suite AIS application integration and middleware AIM application development AD Definition Acronym/Abb r. transaction processing monitor TPM service-oriented architecture SOA security information & event mgmt SIEM supply chain management SCM software change , configuration mgmt SCCM portal, process and middleware PPMW project and portfolio management PPM product information management PIM open-source software OSS operating system OS object-oriented analysis and design OOA&D message-oriented middleware MOM master data management MDM Definition Acronym/Abb r.