It budget

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It budget

  1. 1. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Visão Gartner sobre o “Budgeting” para os próximos anos. Celso Chapinotte celso.chapinotte@gartner.com 0
  2. 2. Key Issues 1. Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond 2. Low-Cost IT: How Industrialization Is Resetting IT Price for Performance 3. IT Budgeting Tools 1
  3. 3. Key Issues 1. Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond 2. Low-Cost IT: How Industrialization Is Resetting IT Price for Performance 3. IT Budgeting Tools 2
  4. 4. Different Approaches to a View of IT Spending Impact to Business Outcomes Run Grow Transform Run Compliance Grow Transform Efficiency Enhancement Transformational Existing Capabilities New Capabilities Production/Operations New Projects Replacement Regulatory Expansion Growth The Past The Future 3
  5. 5. RUN GROW TRANSFORM 4
  6. 6. Market Leaders Track IT Spending Against Strategic Planning Pillars Source: Gartner (2011), actual figures Industry-Generic Industry-Specific Low Maturity Average Market Leader Capex Opex Transform Grow Run Quality Customer Efficiency Regulatory Cost Revenue Risk Avoid Cost Reduce Cost Protect Revenue Grow Revenue WW Cross- Industry WW Cross- Industry Private Education Financial Services 5
  7. 7. IT Spending by Business Capability — The Importance of External Context 6
  8. 8. Showing the "Business" Value of "Run" — Track Trending of Run Divided by Business Output Run Change Shipping: 20-foot equivalent unit (TEU) $230 Oil & Gas: $000 barrels of oil (BOE) $178 Automotive: Vehicle manufactured $333 Hospitals: Licensed beds $23,500 Railroads: Revenue ton mile $0.001 ROA IRR NPV — Discounted Cash Flow Business Productivity Improvement Business Value Metric Delta Risk-Adjusted Business Value Metric Customer or Partner Satisfaction Source: Gartner, Inc. Figure meant to be illustrative and not a formal benchmark. 7
  9. 9. A Nexus of Forces: How Will Enterprises Pay for This? Make "room" in IT budgets to pay for this convergence Pervasive Access 8
  10. 10. IT Organizations Struggle to Simultaneously Cut and Transform Reduce Run by 5% to 10% per Year Maintain Flat IT Spend % Revenue/ Operating Budget Achieve ~50% Run % IT Spend 3-Year IT Plan Gartner Research: IT Metrics: Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond http://www.gartner.com/resId=1961518 9
  11. 11. Average Strategic IT Spending Profile by Enterprise Personality (Percentages) 54% 24% 22% Transform Grow Run Aggressive 61% 21% 18% Transform Grow Run Mainstream 66% 18% 16% Transform Grow Run Conservative What it takes to be aggressive… • Shifting 7% of IT spending to grow/transform can transform a mainstream organization to an aggressive one • Shifting 12% of IT spending to grow/transform can transform a conservative organization to an aggressive one 10
  12. 12. Key Issues 1. Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond 2. Low-Cost IT: How Industrialization Is Resetting IT Price for Performance 3. IT Budgeting Tools 11
  13. 13. Industrialized Low Cost Services (ILCS) Are a … 2. IT Services' Forward Looking Pricing Theory 1. Service Provider's Delivery and Business Model 3. Growing Component of Clients' Services' Sourcing Strategies DBVS ILCS 12
  14. 14. ILCS Defined Gartner qualifies an industrialized service as ILCS if: • Entry price is between 10% and 30% of the average corporate internal cost for that function in 2010 • Price is still at least 50% less than the (above) client cost, once the service is configured and delivered ILCS are managed, multitenant, ready-to-use IT services. Designed and offered as no-frills services, with service options and add-ons. Entry-level price — expressed as price per user, per month, or price per unit per month (PUPM) — is low and attracts a high number of prospects. Service Client Cost (2010 Benchmark Median) ILCS Entry Price ILCS Delivery Price Email, no archive $12 PUPM $1.20-$3.60 PUPM $6 PUPM Managed Devices Fully loaded cost, including assets $95 PUPM $9.50-$29 PUPM $48 PUPM Unmanaged VM Wintel 1 to 4 CPU/GB (per VM) $504 pVMpm $50.40-$150 pVMpm $252 pVMpm SAP Managed Hosting DC service, up to SAP basis (IU4SAP) $34 PUPM $3.40-$10 PUPM $17 PUPM Source: Gartner September 2011 — "Estimated Price Points for Industrialized Low-Cost IT Services" (G00214401) 13
  15. 15. ILCS and Utility Are too Complex for You? Beware of a Return of Full Outsourcing! Deal Price Unit Price Trend Utility Pricing Volume Deal Price Unit Price Deal Price Cost Traditional Outsourcing Volume Cost Unit Price Full Outsourcing Leveraged Price Trend Volume Deal Price CFO Prize 2012+10 Source: Gartner April 2012 — "CIOs Should Beware of a Return to Full Outsourcing" (G00226701) 14
  16. 16. Fix Cost (Run the Business) • Infrastructure • Application Management Change (Business Transformation/Deliver Value) • New Business Models • New Products/Services • New Business Processes30% 70% Fund More Transformation 50% Increase the Value Reduce the Cost 2012 2015+ • Cost reduction level not achievable with traditional methods • Leading to a mix of industrialized and traditional services We Must Achieve IT as Soon as Possible — Cut the Cost… To … Increase the Value 15
  17. 17. By 2015, 40% of the most successful CIOs will use cloud sourcing to cut costs and generate new revenue in order to outperform competitors. Strategic Planning Assumption "Predicts 2012: IT Services Sourcing Strategies and Execution Demand Proactive Diligence" (G00227087) 16
  18. 18. Key Issues 1. Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond 2. Low-Cost IT: How Industrialization Is Resetting IT Price for Performance 3. IT Budgeting Tools 17
  19. 19. Budgeting… let’s listen from CFO? 18
  20. 20. Budgeting… let’s listen from CFO? 19
  21. 21. We Must Achieve IT as Soon as Possible — Top Findings From CEO/CIO's Survey Top Three Business Priorities in 2012 Please indicate the top three business priorities for your enterprise/business unit in 2012 1Increasing enterprise growth 2Attracting and retaining customers 3Reducing enterprise costs Top Three CIO Strategies in 2012 Please indicate the top three priorities that you expect to focus on in 2012 1Delivering business solutions 2Reducing the cost of IT 3Developing and managing a flexible infrastructure Top Four CIO Technology Priorities Please indicate your top three priorities for 2012-2015 1Analytics and business intelligence 2Mobile technologies 3Cloud computing (SaaS, PaaS, IaaS) 4Collaboration technologies Source: Gartner January 2012 — "Amplifying the Enterprise: The 2012 CIO Agenda" (G00230429) 20
  22. 22. Budgeting… let’s listen from CFO? 21
  23. 23. Budgeting… let’s listen from C-level? 22
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  27. 27. Vide #1 Relatório Exemplo 26
  28. 28. Vide #2 Relatório IT Metrics 27 Budgeting…
  29. 29. 28 Budgeting… INFORMATION SECURITY Mensagens aos nossos Clientes:  Não deixem de executar o IT Budgeting/ IT Score  Falem com nossos Analistas Mensagens aos "não" Clientes:  Nos solicitem um sample e executem o IT Budgeting
  30. 30. IT Organizations Struggle to Simultaneously Cut and Transform Reduce Run by 5% to 10% per Year Maintain Flat IT Spend % Revenue/ Operating Budget Achieve ~50% Run % IT Spend 3-Year IT Plan Gartner Research: IT Metrics: Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond http://www.gartner.com/resId=1961518 29
  31. 31. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Visão Gartner sobre o “Budgeting” para os próximos anos. Celso Chapinotte celso.chapinotte@gartner.com OBRIGADO! 30

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