• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Sucesu mg  encontro de ci os  (nexus das forças) em 18 jun 2013 -  v6 sent to sucesu-mg
 

Sucesu mg encontro de ci os (nexus das forças) em 18 jun 2013 - v6 sent to sucesu-mg

on

  • 306 views

 

Statistics

Views

Total Views
306
Views on SlideShare
306
Embed Views
0

Actions

Likes
0
Downloads
12
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

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

    Sucesu mg  encontro de ci os  (nexus das forças) em 18 jun 2013 -  v6 sent to sucesu-mg Sucesu mg encontro de ci os (nexus das forças) em 18 jun 2013 - v6 sent to sucesu-mg Presentation Transcript

    • Celso ChapinotteGARTNER - Diretor Regional MGcelso.chapinotte@gartner.com0The Nexus of Disruptive Forces
    • PervasiveAccessThe New Nexus That Will Drive the Businessin the Coming YearsCloud service deliverytransforms howenterprises buytechnologyMobility demandsradical redesign ofbusiness processesNew technologiesdrive totally newapproaches toinformationmanagementSocial tools andcomputing createextended dynamicnetworks1
    • 5% 8% 6%12% 8% 9%16%8% 11%36%36%46% 49%46% 54%56% 52%63%71%57%59%46% 45% 42% 38% 35% 33% 29%17%7%MobileEnterpriseStrategySocialComputing&CollaborationStrategyCloudComputingBig Data&ExtremeInfo MgmtBPM InnovationMgmtPredictiveAnalytics/Pattern-BasedStrategyERP Pace-LayeredApplicationStrategyGamification6-7 rating3-5 rating1-2 ratingThe Nexus of Forces Will Drive Changes in IT toSupport the Shift in Business Priorities1=Notat all7=Significantimpact orchange5.65.2 5.14.9 4.94.7 4.74.54.33.1Mean score(out of 7)Source: 2011 IT Workforce Management Survey, Gartner Symposiums (Global), N= 184TheNexus ofForces
    • More About Social, Less About MediaIf you gethung up onthe "media"part of socialmedia, youwill miss themegachangeof socialbusiness.WhereattentiongoesWhat isreallyimportantStrategic goalsPolicyGuidelines TrainingInteraction analysisProcess integrationProject objectivesMeasurementValueROIContentParticipant need3
    • The Opportunity of Social MediaCollective intelligence– Pooling contributionsExpertise location– Finding the one in a millionInterest cultivation– Sharing interestsRelationship leverage– Cultivating weak tiesFlash coordination– Organizing the massesEmergent structures– Unearthing reality4
    • Who Is Leading Your SocialMedia Initiatives?Source: Gartner webinar28 October 2010N = 15645% — Line of business23% — Multiple groups leadingseparate initiatives16% — IT14% — Social mediasteering committee2% — HR5
    • The Nexus of Disruptive Forces6
    • The Nexus of Disruptive ForcesColaboração: Ademir Piccoli – TJ-RS7
    • The Nexus of Disruptive ForcesColaboração: Ademir Piccoli – TJ-RS8
    • MOBILIDADE em MG via…Colaboração: Gilmar Guimarães – via Facebook 9
    • Business Perspective: Q1 2012The Race For Mobility is On.N = 1,339Wholesale Trade70%60%50%40%30%20%10%0%Percent of respondents who identify as a market leader.Manufacturing & ResourcesCommunications & MediaGovernmentEducationCurrent see themselvesas a mobility marketleader in 2011Planning to be a mobilitymarket leader by 2015RetailBanking & SecuritiesProperty & Casualty InsuranceHealthcare ProvidersHealthcare Insurance & PayersTransportationUtilities
    • Top 10 Mobile Trendsand Technologies to WatchHTML5NFC and "touch to act" applications, such as paymentPlatform-independent AD toolsLocation and context — indoor and outdoorBluetooth 4802.11acM2M — cellular and Wi-FiAugmented realityMultiplatform MDMLTEMore-effective application deliveryNew business opportunitiesInnovative apps and experiencesManagement and controlBetter infrastructure
    • Mobile Context Heat Map by IndustryCustomer-FacingImpactPotentialTransportationRetailSoftware Developers/PublishersHealthcareUtilitiesAgriculture/Mining/ConstructionEducationMediaGovernmentServicesManufacturingFinancial ServicesBusiness/Consumer ServicesEnergyWholesaleTelecommunicationsEmployee-Facing Impact PotentialLowLow PotentialHighPotentialHighEntertainmentModerateLowHighActivity LevelTravel/Leisure
    • Tipping Points for Enterprise NetworksTraffic from things is50% of the traffic frompeople50% of serverworkloads are virtual2013201220112010 2014Businessvideo trafficsurpassesvoiceMobileVirtualizationVideoVoice"Things"More mobileOS devicesthan PCs20% of endpointsare bring your own (BYO)50% of endpointsare mobile50% of serverdeploymentsare virtual50% of business voice is mobile50% of users use video inworkMore connectedthings than peopleSoftware-based VCpasses hardwareVC = videoconferencing13
    • Gartner defines cloud computing as "a style of computing where scalable andelastic IT-related capabilities are provided as a service to customers usingInternet Technologies“.Internet TechnologiesServices are delivered through use ofInternet Identifiers, Formats, and Protocols.5Metered By UseServices are tracked with usage metrics toenable multiple payment models.4SharedServices share a pool of resources to buildeconomies of scale.3Scalable & ElasticServices scale on-demand to add or removeresources as needed.2Service BasedConsumer concerns are abstracted fromprovider concerns through service interfaces15AttributesthatsupportoutcomesCLOUD defined—scalable, elastic, as a service,internet technologies14
    • Cloud service types: ___ as a Service15
    • Gartner Data CenterConference Poll, December2010(N = 167)What are your threebiggest challengesin creating a privatecloud computingservice?Cloud: Technology is not the biggest challengeCultureFunding/chargebackmodelManagement andoperations processesBusiness/customerrelationshipService description andself-service interfaceTechnologyPoliticsNot sure 1131364046566280First Choice Second Third16
    • Cloud Services Brokers (CSBs) are emergingas value-added intermediaries to cloudIntegrationProvisioningManagementInsuranceAggregationArbitrageEnhancementGovernanceDefinition: An intermediate third-party that adds value tocloud services on behalf of consumers of those servicesServiceProviderXServiceProviderZServiceProviderYServiceConsumerAServiceConsumerCServiceConsumerBBrokerageRole1717
    • In the cloud, who has control over whatisn’t always clear18
    • 19
    • Cloud Competition Comes in ManyFormsEnablingTechnologyAmazonsalesforce.comGoogleMicrosoftIBMVMwareOracleSAPCiscoHPProvider vs. Enabler IaaSSignificant Not SignificantPaaS SaaSPublic Services** Provider may offer public, community orvirtual private servicesPackagedCloudNoneNoneNoneNonePrivate OfferingsEmphasis in portfolio:IaaS = infrastructure as a service; PaaS = platform as a service; SaaS = software as a service20
    • BIG DATA se tornou popular…21
    • What is ―Big data‖?Classification ContractsTechnologyPervasiveUsePerishability FidelityValidation LinkingVelocity VolumeVariety ComplexityInformation management has a longtrack record of managing 12 differentdimensions without even realizing it.- Qualification of information has always beenimportant.- Access management and control have beenrepresented by security, access privileges andother mechanisms for decades.-Quantitative metrics have stressed our systemsfrom the beginning.―Big data" is high-volume, velocity and variety information assetsthat demand cost-effective, innovative forms of informationprocessing for enhanced insight and decision making. 22
    • Next-Generation Analytics: Pattern Recognition toOptimize, Simulate and PredictTraditionaloffline analyticsIn-line/embeddedanalyticsStructured andsimple dataCombiningandcollaborating/unstructuredPredictive/outcomesExplanatory/historicalFixedRules Data PredictionsDriving/Enabling TrendsMobile and Social and ContextExtreme data — big, fast, diverseIn-memory computingDemocratization of analyticsNew roles (e.g., data strategist)The third wave insupport for decisionsin organizationsKey ActionsBuild a strategy for collaborativedecision makingBuild skills — end users andspecialized roles
    • Ajudando a observar o que vem por aí…24
    • Top 10 Strategic Technologies TrendsResearch G0024745325
    • Trends in Data Center Services26
    • Ajudando a observar o que vem por aí…antecipar situações, promovendo a otimização dos processos edos investimentos.27
    • Ajudando a observar o que vem por aí…28
    • Ajudando a observar o futuro…29
    • What is Missing?30
    • Leadership!Leadership is a disciplineUnderstand the environment around you and use the mostappropriate skills!Research: ―Business Leaders Behaviors CIOs Need to Adopt‖ Ellen Kitzis, October, 200731
    • Final Thought“Creating and communicating the business value ofIT is a journey. It can be done”.“IT today is the single most important lever ofproductivity and there is no better time to be a CIOLeader”32
    • Recomendações de leitura/video…e veja como LIDERAR e INSPIRAR Pessoas33
    • Tema proposto para o mes de Julho…34
    • Tema proposto para o mes de Julho…35
    • Gartner for IT LeadersCelso ChapinotteDiretor Regional MGcelso.chapinotte@gartner.com…e até a próxima.Obrigado!36