Retrospectiva Encontro de CIOs 2013 - Gartner

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Retrospectiva Encontro de CIOs 2013 - Gartner

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Retrospectiva Encontro de CIOs 2013 - Gartner

  1. 1. Revisão 2013 Celso Chapinotte Diretor MG celso.chapinotte@gartner.com © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 0
  2. 2. CIO Resolutions Maio 2013 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 1
  3. 3. Who were the greatest-ever IT leaders of your company?* *Before you, of course MS Clipart #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 2 2
  4. 4. Honor History http://commo ns.wikimedia. org/wiki/File: Argus_500_1 .JPG 1960s Text editing ? If you know your "next really big thing," add it here. Else, delete this yellow square. 1980s Price management 2000s Social media 2010s Your contribution • Create a simple, high-level IT history of achievement. Include the lineage of your predecessors — the names of the CIOs and previously titled IT leaders — against the major milestones. Make it available in internal brochures, recruitment and training materials. • Offer it to your communications director or PR department. Show that the company and you are together, building on the shoulders of IT giants. • Celebrate milestones like the 30th anniversary of IT. Find alumni of many generations, and invite them to a social event to create a sense of history and continuing destiny. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 3 3
  5. 5. Are you delivering too much perfection? MS Clipart #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 4
  6. 6. Practice Pareto Hmmm ... it appears that 80% of Italy's land is owned by just 20% of the population. • Reset SLAs to good enough. • Challenge false precision in budgeting processes. • Set yourself a personal target to make 80% of your decisions in 20% of your time or less, and to devote more time to the remaining 20% of decisions where you can create new value. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 5 5
  7. 7. Redact "IT" Information is power. Technology is cool. But "IT" doesn't flatter anymore. • In document titles, communications and documents you personally create, systematically search and replace the term "IT" with the words "information and technology." • With business colleagues, resolve to use the word "digital" a lot more often, even if its use feels uncomfortable or redundant to your engineering instincts. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 6
  8. 8. Do your customers understand how things fit together? … perhaps your breadth of view can help. MS Clipart #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 7
  9. 9. Coach Customers Improve your capability to consult and counsel senior stakeholders. • Ask to become the executive sponsor for one or two external nonstrategic customers, for insight into their needs. • Make every mealtime a networking opportunity. Arrange to have breakfast, lunch or dinner at least twice a month with one or more senior customers or partners of your enterprise. • Create a personal action plan to establish yourself as an externally recognized guru on how technology will affect and develop your industry. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 8 8
  10. 10. Are you always trapped in meetings or doing administrative work? … you need to get out more. MS Clipart #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 9
  11. 11. Visualize Vigorously & Data Analytics • Set up an internal competition to create glorious visualizations of the data within your systems. http://commons.wikimedia.or g/wiki/File:SolidSX.jpg #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 10
  12. 12. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
  13. 13. NEXUS das Forças Junho 2013 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 12
  14. 14. The New Nexus That Will Drive the Business in the Coming Years Social tools and computing create extended dynamic networks Cloud service delivery transforms how enterprises buy technology Mobility demands radical redesign of business processes New technologies drive totally new approaches to information management #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 13
  15. 15. More About Social, Less About Media Where attention goes Strategic goals Project objectives Training Guidelines What is really important Measurement Policy Content Process integration Interaction analysis If you get hung up on the "media" part of social media, you will miss the megachange of social business. Participant need Value ROI #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 14
  16. 16. The Nexus of Disruptive Forces #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Colaboração: Ademir Piccoli – TJ-RS 15
  17. 17. Business Perspective: The Race For Mobility is On Communications & Media Wholesale Trade Transportation Retail Current see themselves as a mobility market leader in 2011 Utilities Education Healthcare Providers Planning to be a mobility market leader by 2015 Banking & Securities Government Manufacturing & Resources Healthcare Insurance & Payers Property & Casualty Insurance N = 1,339 0% 10% 20% 30% 40% 50% 60% 70% Percent of respondents who identify as a market leader. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 16
  18. 18. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 17
  19. 19. KEEP CALM AND TRUST #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 18
  20. 20. IT Budgeting Agosto 2013 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 19
  21. 21. 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 #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 20
  22. 22. O Valor da TIC para os Negócios… Valor Transform the Transform the business business Grow the business Run the business #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. como deveria ser Expectativas e Foco Transformação Mudanças fundamentais nos negócios ou introdução de um novo modelo de negócios, criando NOVAS RECEITAS Melhorias Melhoria nas operações dos Negócios (não em TI) ampliando ou adicionado novos recursos (agilidade, flexibilidade, velocidade, etc.) Eficiencia Redução de Custos. Serviços entregues devem atingir os níveis esperados de eficiencia e qualidade ou superá-los, mas sempre com menores Custos.
  23. 23. O Valor da TIC para os Negócios… Valor Transform the business Transform the Grow the business business como revelam as Pesquisas Expectativas e Foco Transformação Melhorias Melhoria nas operações dos Negócios (não em TI) Eficiencia Run the business #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Hoje 70 a 80 % do tempo & orçamento de TIC são consumidos aqui
  24. 24. RUN GROW TRANSFORM #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 23
  25. 25. We Must Achieve IT as Soon as Possible — Cut the Cost… To … Increase the Value Change (Business Transformation/Deliver Value) • New Business Models • New Products/Services • New Business Processes 30% Increase the Value Fund More Transformation 70% 50% Reduce the Cost • Cost reduction level not achievable with traditional methods • Leading to a mix of industrialized and traditional services Fix Cost (Run the Business) • Infrastructure • Application Management 2012 #GartnerSYM 2015+ © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 24
  26. 26. Strategic Planning Assumption By 2015, 40% of the most successful CIOs will use cloud sourcing to cut costs and generate new revenue in order to outperform competitors. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All"Predicts 2012: rights reserved. IT Services Sourcing Strategies and Execution Demand Proactive Diligence" (G00227087) 25
  27. 27. IT Organizations Struggle to Simultaneously Cut and Transform Reduce Run by 5% to 10% per Year 3-Year IT Plan Maintain Flat IT Spend % Operating/ Revenue Budget Gartner #GartnerSYM Achieve ~50% Run % IT Spend Research: IT Metrics: Align IT Investment Levels With Strategy Using Run, Grow, Transform and Beyond http://www.gartner.com/resId=1961518 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 26
  28. 28. Future of IT Outubro 2013 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 27
  29. 29. The Changing Focus of IT Drives Four Dominant Futures Externally Focused IT as global service provider IT "is" the business Internally Focused IT as engine room Everyone's IT Focus Not mutually exclusive May exist in combination Operational Transformational Orientation #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 28
  30. 30. Key Issues 1. What are the four futures for IT? 2. How should CIOs prepare the skills and structures in the IT organization and the enterprise? 3. How should CIOs prepare their personal capabilities and roles? #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 29
  31. 31. Toward the Next Generation — The Four Futures of Your CIO Role PAST Externally Focused Integrator & Optimizer IT as global service provider Explorer & Pioneer IT "is" the business Focus Internally Focused "The CIO runs the IT organization" FUTURE Broker & Engineer Enabler & Conductor IT as engine room Everyone's IT Operational Transformational Orientation "The CIO ensures that the enterprise achieves strategic value from the use of technology" #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 30
  32. 32. Identify Which Futures Your Enterprise Needs • • Involve the senior stakeholders for IT (i.e., enterprise executive team) Use a face-to-face meeting (e.g., an extended IT steering group; consider external facilitation  Step 1: Explain the four futures model  Step 2: Give everyone nine votes each for today's situation and another nine votes for the situation in three years' time  Step 3: Participants give votes to the four futures for now and for the future time  Step 4: Use the results to target your transition  Hint 1: It's important for stakeholders to see each other's votes  Hint 2: Avoid "group think" — write down votes before sharing #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 31
  33. 33. IT Disruptions for the next Years Nvembro 2013 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." 32
  34. 34. IT Disruptions Now Go Extensively Beyond the IT Function IT We are all being "splashed" by IT 33
  35. 35. … And the Disruptions Just Keep Coming! The Digital Industrial Revolution Smart Machines Digital Business Internet of Things #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 34
  36. 36. F f #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 35
  37. 37. Counterfeit Goods Are Inevitable By 2018, 3D printing will result in the loss of at least $100 billion per year in intellectual property globally Why? Flags • The U.S. alone has more than $300 billion in IP stolen annually • Wide range of copies possible • Low cost — easy access • By 2015, Asian use of copyrighted Western goods escalates • Global automotive aftermarket report $15 billion of 3D theft in 2016 What to do? CEOs and CIOs at manufacturers and retailers must team up to identify more effective means for consumers to validate that products are genuine. #GartnerSYM Authors: Marc Halpern, Pete Basiliere © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 36
  38. 38. Digital Use of "Crowds” 2017, over half of consumer goods manufacturers will achieve 75% of their consumer innovation and R&D capabilities from crowdsourced solutions Why? Flags • Consumer goods companies in touch with customers • Better crowdsourcing technology • Affinity for culture and style of the consumer • Increase in crowdsourcing applications in online consumer goods platforms in 2014 • Crowdsourced revenue boost What to do? CIOs must focus on building the right culture to support bottomup contribution. Without it — and without employees who care — these initiatives are likely to fail. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Authors: Don Scheibenreif and Michael Shanler 37
  39. 39. Machines Already Decide Our Safety … By 2024, at least 10% of activities potentially injurious to human life will require mandatory use of a non-override "smart system" Why? Flags • Popular acceptance? • Mandated deployment? • Legal and punitive ramifications • Automated assist as standard equipment increases • Insurance premiums decrease through 2015 • Legislative discussions What to do? CIOs and IT leaders should help identify where and how the deployment of automated systems might improve product safety and/or enhance competitive attractiveness #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Authors: Ken McGee, Steve Prentice 38
  40. 40. The Internet of Things Becomes the Internet of Everything Social network Location Calendar/Journal Credit history Places # of people here # people visited Wait time Reservation service Time to green # of cars: no stop # of cars: stopped Location Diagnostics Movies watched Information Schedule Expected disruptions People Things #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 39
  41. 41. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 40
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  48. 48. #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. For more information, stop by Experience Gartner Research Zone. 47
  49. 49. Recommended Gartner Research  Gartner's Top Predictions for IT Organizations and Users, 2013 and Beyond: Balancing Economics, Risk, Opportunity and Innovation Daryl C. Plummer and others (G00238808)  Digitalizing the Business Mark P. McDonald and Andy Rowsell-Jones (G00233511)  Maverick* Research: Judgment Day, or Why We Should Let Machines Automate Decision Making Nigel Rayner (G00219673)  Hype Cycle for Human-Computer Interaction, 2013  Technology Overview: Quantified Self Adib Carl Ghubril and Steve Prentice (G00252515) Mike Gotta (G00254148)  The Disruptive Era of Smart Machines Is Upon Us (G00257743)  Hype Cycle for Data and Collaboration Security, 2013  Hype Cycle for the Internet of Things, 2013 Jay Heiser (G00239713) Hung Lehong (G00252763)  Overcome the Four Inhibitors of Data-Driven Marketing  Cool Vendors in 3D Printing, 2013 Andrew Frank (G00239753 ) Pete Basiliere, et al (G00250450)  Emerging Technology Analysis: 3D Printing Pete Basiliere (G00237313) #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. For more information, stop by Experience Gartner Research Zone. 48
  50. 50. Global Energy Solutions • Plataforma TIBCO IntelliEDGE para Energia Elétrica O que nos resta fazer? #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
  51. 51. ESTUDAR e Trabalhar ESTUDAR e Trabalhar • Plataforma TIBCO IntelliEDGE ESTUDARComopara Energia Elétrica e Trabalhar me diferenciar? posso Global Energy Solutions Celso Chapinotte #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Diretor Gartner - MG 50
  52. 52. ESTUDAR e Trabalhar ESTUDAR e Trabalhar ESTUDAR e Trabalhar TIBCO IntelliEDGE • Plataforma para Energia Elétrica Como posso ESTUDAR e Trabalharme diferenciar? ESTUDAR e Trabalhar Global Energy Solutions Celso Chapinotte #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Diretor Gartner - MG 51
  53. 53. Acesse www.gartner.com/events KEEP CALM AND TRUST #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 52
  54. 54. Acesse www.gartner.com/events KEEP CALM AND TRUST #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 53
  55. 55. Acesse www.gartner.com/webinars KEEP CALM AND TRUST #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 54
  56. 56. Final Thought “Criar e comunicar o VALOR da Informação e Tecnologia para os negócios é uma Jornada, e tem que ser realizada. A responsabilidade é do Profissional de Informação e Tecnologia”. “Informação & Tecnologia, atualmente, é o maior alavancador de produtividade empresarial e pessoal e não há melhor momento para ser um Profissional de Informação e Tecnologia” #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 55
  57. 57. KEEP CALM Obrigado e FELIZ 2014! AND TRUST YOU AND #GartnerSYM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 56

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