VMware : Built for the Fast Lane

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Le cabinet d'études Vanson Bourne a interrogé pour cette étude 1.800 décideurs informatiques et 3.600 employés d'entreprises de plus de 100 salariés au Royaume-Uni, en France, en Allemagne, aux …

Le cabinet d'études Vanson Bourne a interrogé pour cette étude 1.800 décideurs informatiques et 3.600 employés d'entreprises de plus de 100 salariés au Royaume-Uni, en France, en Allemagne, aux Pays-Bas, en Italie, dans les pays nordiques (Suède, Norvège et Danemark), en Russie et au Moyen-Orient (Arabie Saoudite et Émirats Arabes Unis) avec une approche mélangeant appels téléphoniques et questionnaires en ligne entre mars et avril 2014.

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  • 1. VMware: Built for the Fast Lane Executive Summary
  • 2. 2 VMware: Built for the Fast Lane – Executive Summary Contents About the research 3 Objectives4 Overview4 Key Findings  5 Peer pressure: the demand for more modern IT  5 A five month gap sitting between business and IT 7 A fear of being overtaken 8 A perceived talent deficit 9 Summary10 About VMware 11 About Vanson Bourne 11
  • 3. 3 VMware: Built for the Fast Lane – Executive Summary About the research •• The VMware Built for the Fast Lane study was conducted on behalf of VMware by specialist market research agency Vanson Bourne •• 250 IT decision makers (ITDM) and 500 office workers were interviewed in each of the UK, France, Germany, Italy, Netherlands and Nordics (Sweden, Norway and Denmark). 200 ITDMs and 400 office workers were interviewed in Russia, while 100 ITDMs and 200 office workers were interviewed in the Middle East (Saudi Arabia and UAE) •• In total, 1,800 IT decision makers and 3,600 office workers were polled using a hybrid approach of telephone and online interviewing between March and April 2014 •• Respondents came from organisations with employee numbers ranging from more than 5,000 down to 100. The representative sample was split similarly across the following employee number ranges: 100 – 249, 250 – 499, 500 – 999, 1000 – 4999 and 5000+
  • 4. 4 VMware: Built for the Fast Lane – Executive Summary Objectives VMware commissioned the study to explore the impact of IT complexity on businesses as they grapple with the mobile cloud era. The research aimed to provide a better understanding of the challenges IT faces as it juggles the maintenance and renovation of existing systems, whilst looking to the future and implementing new technology to support their growing business needs. Built for the Fast Lane highlights the misalignment that has emerged between what the business expects of IT and what it can deliver, as well as the ramifications this carries for the broader performance, competitiveness and growth prospects of organisations. Overview The study found that throughout Europe, the Middle East and Africa (EMEA) there is a significant gap existing between what the business wants and when IT can deliver it. This comes within the context that businesses are under real pressure to modernise and future- proof their IT infrastructures, as more agile companies challenge established players and react with greater speed to the changing pace of business. For those ready to adapt, the mobile/cloud era has created a huge opportunity for innovation and growth, delivering greater flexibility, control and speed to market. Many organisations, however, are still struggling to realise this opportunity. What this study highlights is the pressure modern IT departments are facing today, the driving factors behind this and the implications on the growth potential of companies. Bridging the gap between IT and business will be crucial in resolving this and will require a combination of investment, greater internal alignment and having exactly the right talent. With these elements in place, companies can capitalise on the new era of IT and take back the advantage in the hotly contested race for growth.
  • 5. 5 VMware: Built for the Fast Lane – Executive Summary Graph 1 The priorities IT departments have been tasked with when modernising IT Data: sheet 7, column C, rows 14- 18 (top five) Reduce cost of IT Increase mobility of workforce Move more infrastructure into the cloud Implement hybrid cloud Move more applications or data into the public cloud 50% 43% 40% 30% 28% 1 2 3 4 5 Key Findings Peer pressure: the demand for more modern IT Over two thirds (69%) of IT decision makers (ITDMs) in EMEA state their departments are under pressure from the CEO, CTO or board to modernise IT within the next 12 months. The race for change is on: this pressure is felt across the whole of EMEA, particularly by IT departments within Russia (85%), Sweden (80%) and the Middle East (76%). Those departments that are being tasked with modernisation are specifically being told to focus on reducing the cost of IT (50%), increasing the mobility of the workforce (43%) and moving more infrastructure to the cloud (40%). The priorities IT departments have been tasked with when modernising IT 33%36% ve e) Graph 3 Headline: Notable implications IT decision makers believe the gap between business and IT will result in Data: sheet 5, column C, rows 15/16/17 Reduced likelihood of innovation across all departments in the business 39% Loss of customers to more agile competitors Reduced staff productivity
  • 6. 6 VMware: Built for the Fast Lane – Executive Summary Graph 2 Headline: The areas IT decision makers believe will be impacted most as IT is modernised Data: sheet 10, column C, rows 14- 18 (top five) Improved responsiveness to customers Uplift in staff productivity Fewer complaints from staff Improved innovation capability within your department 34% 33% 31% 26% 23% 1 2 3 4 5 Employee satisfaction will increase Graph 3 Headline: No makers belie IT will result Data: sheet Reduced likeliho across all depa busi 39 What is all this in aid of? Businesses anticipate increased employee satisfaction (34%), improved responsiveness to customers (33%) and uplift in staff productivity (31%) as the main benefits derived from more modern IT infrastructure and resources. The areas most likely to be impacted as IT is modernised within organisations Is this achievable? There’s a mix of confidence throughout EMEA as to whether there is enough allocated budget and resource to achieve the task at hand. Some ITDMs are confident they’ve got what is needed (75% of German ITDMs and 63% of Italian ITDMs think this is the case) although others are in a less fortunate position (only a third of UK ITDMs feel they have the required budget and resources to modernise their IT). What ITDMs in EMEA do have in common is the recognition that an inability to effectively modernise IT will detrimentally impact business performance. 92% see at least one negative implication stemming from this inability, ranging from reduced staff productivity (40%) to reduced likelihood of innovation across all departments (38%) and increased cost of management and maintenance of legacy systems (36%). With the mobile cloud era transforming how businesses need to operate, bringing the opportunity to innovate and work in new ways, it should come as no surprise that ITDMs are recognising the impact of not being able to adapt and modernise. 33%36% e implications IT decision he gap between business and lumn C, rows 15/16/17 novation in the Loss of customers to more agile competitors Reduced staff productivity Graph 4 Areas IT departments are fo time spent on cloud manag Data: sheet 20, column C, ro Managing cloud services e.g. operations or service provisioning Evaluating external cloud services and their respective costs Tracking off-radar cloud spend in the business Managing non-core business services, i.e. email Developing a cloud application for the business Managing the resilience and security of cloud services 0 5 UPDATE!
  • 7. 7 VMware: Built for the Fast Lane – Executive Summary A five month gap sitting between business and IT Adding to the pressure ITDMs are feeling is the fact that two thirds (65%) believe an average time lapse of five months exists between what the business wants and when IT can deliver it. This is consistent throughout EMEA; in fact 80% of ITDMs in the UK think it’s the case. The ‘lag’ of IT delivery behind business expectations rises to six months in the Netherlands and Nordics, and as much as seven months in the Middle East. Within the context of continued business competition, an ability to respond quickly to changing market demand is paramount – any delay in IT delivery should be a concern for businesses. This misalignment, predictably, has significant ramifications for the performance, competitiveness and growth prospects of organisations. Specifically, ITDMs believe the five month time lapse will directly lead to a reduced likelihood of innovation across all departments in the business (39%), reduced staff productivity (36%) and loss of customers to more agile competitors (33%). Notable implications IT decision makers believe the gap between business and IT will result in 33%36% Graph 3 Headline: Notable implications IT decision makers believe the gap between business and IT will result in Data: sheet 5, column C, rows 15/16/17 Reduced likelihood of innovation across all departments in the business 39% Loss of customers to more agile competitors Reduced staff productivity G 33%36% cations IT decision between business and rows 15/16/17 Loss of customers to more agile competitors Reduced staff productivity Graph 4 Areas IT departments are focusing on, within the increased time spent on cloud management and related services Data: sheet 20, column C, rows 15/16/17/19/22/23 Managing cloud services e.g. operations or service provisioning Evaluating external cloud services and their respective costs Tracking off-radar cloud spend in the business Managing non-core business services, i.e. email Developing a cloud application for the business Managing the resilience and security of cloud services 34% 32% 31% 29% 23% 23% 0 5 10 15 20 25 30 35 UPDATE! £ £
  • 8. 8 VMware: Built for the Fast Lane – Executive Summary A fear of being overtaken There is also a hint of David vs. Goliath within this EMEA picture of business and IT. The research found that one in two (55%) IT decision makers recognise that smaller competitors can more rapidly implement modern IT and therefore react quicker to market changes. This is a belief felt most strongly in the UK, with 71% of ITDMs supporting the notion. As a result, nearly three quarters (73%) of these respondents felt either concerned or threatened by such smaller businesses. This sentiment rises to 86% in Denmark and 84% in Italy, and it’s not just ITDMs that are recognising the competition – similar levels of ITDMs believe the leaders of their organisations also feel threatened by these more agile smaller competitors. IT decision makers that believe smaller competitors can more rapidly implement modern IT and react quicker to market changes IT decision makers that feel threatened or concerned by these smaller competitors Graph 6 Headline 1: IT decision makers that believe smaller competitors can more rapidly implement modern IT and react quicker to market changes Data: sheet 15, row 14, column C-K UK France Germany Italy Nether- lands Nordics Russia Middle East EMEA Total Very threatened Threatened Concerned 46% 21% 6% 42% 14% 4% 42% 35% 5% 41% 24% 8% 44% 29% 12% 51% 17% 7% 60% 15% 5% 41% 8% 4% 46% 20% 0% UK France Germany Italy Nether- lands Nordics Russia Middle East EMEA Total 55% 71% 52% 53% 59% 54% 51% 50% 46% Graph 6 Headline 1: IT decision makers that believe smaller competitors can more rapidly implement modern IT and react quicker to market changes Data: sheet 15, row 14, column C-K UK France Germany Italy Nether- lands Nordics Russia Middle East EMEA Total Very threatened Threatened Concerned 46% 21% 6% 42% 14% 4% 42% 35% 5% 41% 24% 8% 44% 29% 12% 51% 17% 7% 60% 15% 5% 41% 8% 4% 46% 20% 0% UK France Germany Italy Nether- lands Nordics Russia Middle East EMEA Total 55% 71% 52% 53% 59% 54% 51% 50% 46%
  • 9. 9 VMware: Built for the Fast Lane – Executive Summary A perceived talent deficit If these are the problems that are hitting businesses hard in EMEA, then what do ITDMs believe are the next steps to resolve them? The misalignment between business and IT needs to be addressed as a priority, as organisations grapple with the new era of technology and look to benefit from it. When asked what would be essential to closing the gap, ITDMs cited further investment (61%) and becoming closer aligned with business objectives (58%). They also, however, identified the need to recruit more skilled talent (57%) as being key, as well as highlighting the increased prominence of the CIO on the board (30%) and the creation of a Digital Officer role (30%) – demonstrating the need to have the right people in place to ensure IT fully supports organisations. Sweden (66%), Russia (64%) and Norway (64%) in particular believe skilled talent is critical. 33%36% C, rows 15/16/17 Loss of customers to more agile competitors Reduced staff productivity Graph 4 Data: sheet 20, column C, Managing cloud services e.g. operations or service provisioning Evaluating external cloud services and their respective costs Tracking off-radar cloud spend in the business Managing non-core business services, i.e. email Developing a cloud application for the business Managing the resilience and security of cloud services 0 UPDATE!
  • 10. 10 VMware: Built for the Fast Lane – Executive Summary Summary Our research shows that, across EMEA, organisations are suffering from the gap between what the business wants and when IT can deliver it. This carries direct implications for the business, impacting productivity, innovation and the ability to compete. It also ties into the recognition that IT needs to completely transform its role, to become an instrumental part in defining the strategy of organisations and proactively drive innovation to keep ahead of the game. VMware has already helped IT leverage virtualization to drive efficiencies and improve IT’s ability to meet business expectations. In fact, we calculate that our customers, through adoption of VMware virtualization solutions, realise a net saving of $10B annually*. Now, in the mobile cloud era, IT is faced with new challenges and opportunities, and VMware’s journey to the Software-Defined Enterprise is designed to offer a step-by-step transition to thrive in response to these. As companies make this transition, there are a number of important steps to consider: •• Instigate a dialogue with the broader business. If direct conversations are not being had with those outside of IT, to identify where the greatest savings and impact can be made, then IT cannot help in a meaningful way. There needs to be a conscious alignment between business and IT goals to deliver the outcome that matters. •• Start small, stay strategic. Identify the ‘early wins’ within the business; those who will benefit from change quickly and demonstrate immediate success. Once you show value, you’ll be in good position to build trust, secure further funding and momentum, and deliver impact on an achievable scale. •• Recognise that IT is no longer just about control and constraint. It’s responsible for creating an infrastructure and culture where risk can be managed in the right way to encourage new ways of working. Organisations should be looking to transition to a model where at least 50% of IT spend is dedicated to innovation, rather than maintenance. •• Remember, this is never just about buying software. It is people, mindsets and entire operational models that are being changed. The IT function must evolve to become truly service-centric, to think of itself as a service provider. Without this, the ‘IT department’ of today is at real risk of becoming irrelevant tomorrow. Ultimately, we are in one of the most critical times of IT over the last thirty years. The mobile cloud era has completely transformed the way businesses operate and is disrupting the role IT must play within organisations. Companies rise and fall with these waves of innovation and the successful businesses will be those that can adapt fastest. Every day, emergent and more agile companies are challenging and overtaking established players burdened with legacy systems. Within this context, IT will be * Source: VMware Journey Benchmark Survey, 4th Wave 2013
  • 11. 11 VMware: Built for the Fast Lane – Executive Summary instrumental in taking back the advantage and driving competitive edge in the race for change. It’s VMware’s objective to help organisations make a seamless transition to become a Software-Defined Enterprise and radically simplify their IT environment. About VMware VMware is the leader in virtualization and cloud infrastructure solutions that enable businesses to thrive in the Cloud Era. Customers rely on VMware to help them transform the way they build, deliver and consume Information Technology resources in a manner that is evolutionary and based on their specific needs. With 2013 revenues of $5.21 billion, VMware has more than 500,000 customers and 75,000 partners. The company is headquartered in Silicon Valley with offices throughout the world and can be found online at www.vmware.com. About Vanson Bourne Vanson Bourne is an independent specialist in market research for the technology sector. Their reputation for robust and credible research-based analysis, is founded upon rigorous research principles and the ability to seek the opinions of senior decision makers across technical and business functions, in all business sectors and all major markets. For more information, visit www.vansonbourne.com
  • 12. VMware, Inc. 3401 Hillview Avenue Palo Alto CA 94304 USA Tel 877-486-9273 Fax 650-427-5001 www.vmware.com Copyright © 2014 VMware, Inc. All rights reserved. This product is protected by U.S. and international copyright and intellectual property laws. VMware products are covered by one or more patents listed at http://www.vmware.com/go/patents. VMware is a registered trademark or trademark of VMware, Inc. in the United States and/or other jurisdictions. All other marks and names mentioned herein may be trademarks of their respective companies. Item No: vmware