2. 2
• IDC is the premier global ICT market intelligence,
events, and advisory firm
• We analyze and predict technology trends so that
our clients can make strategic, fact-based
strategic decisions
• Now with 1,100+ analysts in 50 countries, we
have been delivering IT intelligence, industry
analysis, market data, and strategic guidance
since 1964
• IDC is a division of IDG, the world's leading
technology media, research, and event company
Quick Introduction to IDC
2
6. 6N= 52
Source: IDC CIO Summit SA 2015
Q. What are the biggest process-related challenges/priorities you face as a CIO today?
Process-related Priorities Need to Address Controlled,
Compliant Innovation
7. 7N= 52
Source: IDC CIO Summit SA 2015
Skills-related Priorities Include Both Hard and Soft Skills
Q. What are your biggest skills related challenges/priorities?
8. 8N= 52
Source: IDC CIO Summit SA 2015
Technology-related Priorities are Linked to Infrastructure
Q. What are your biggest technology related challenges/priorities?
9. 9
Q. Which of the following solutions did you procure in 2014 due to influence from lines of business
(departments such as human resources, marketing, finance, procurement, sales, and marketing)?
Lines-of-business Influence on IT increasing
Source: IDC CIO Summit SA 2015
10. 10N = 52
Q. Does shadow IT exist within your organization?
CIOs Underestimate the Levels of Shadow IT
Source: IDC CIO Summit SA 2015
11. Continued Focus on BAU
Keeping the
“Lights On”
59%
Business
Agility &
Innovation
35%
N=42
CIOs in South Africa are utilizing:
Budgets for “agility” & “innovation”
driving 3rd platform adoption in Africa
ICT to ensure efficiency, improved
asset utilization and higher
optimization levels
Source: IDC SA CIO Summit 2015
42
12. 12
The Role of the CIO in South Africa is Changing
N= 48
Q. With all the dynamic changes taking place in the ICT industry, what do you think are the top three attributes that will best define
the role of the next-gen CIO?
Source: IDC CIO Summit SA 2015
15. 7 Traits of an Innovative Enterprise
15
Innovative
Enterprise
Strategic
Goals
Leadership
Intent
Culture,
organization
Process
Maturity
Service
Strategy
IT
Contribution
Key Metrics
17. Assess – What to Do Now?
17
Now
• Identify the innovation culture of your enterprise
• Host a forum with key business leaders
• Identify the sources of ideas within the enterprise
• Create a draft of possible innovation services
• Begin working with senior management
• Investigate the purchase solutions that might be
brought in to supplement in-house expertise
18. Innovation – What’s Next?
18
1-2
Yrs
• Create an innovation lab or office of
innovation services
• Ensure your employee rewards and
recognition systems are reinforcing
the specific innovation culture you
want and propose changes to them if
they are not.
19. Timeline Roadmap - Maximizing Potential
19
3-5
Yrs
• Establish IT leadership (and the IT organization) as the
governing body for using technology in support of
innovative projects and services.
20. In Summary
20
A rapidly-changing market and world
demands new approaches to managing,
finding, and integrating technologies across
the entire enterprise
Its not just hype – different use cases
require different approaches and different
technologies - one size does not fit all.
Compare maturity levels and identify gaps
between different business groups,
between IT and business and then compare
that to the industry
Enable Digital Transformation Through Innovation & Collaboration