Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

CIO Pulse Sept 2008


Published on

observations on the state of business and technology in the fall of 2008

Published in: Business, Technology
  • Be the first to comment

CIO Pulse Sept 2008

  1. Abbie Lundberg, Editor in Chief, CIO CIO Pulse September 2008
  2. business realities <ul><li>Demand for growth </li></ul><ul><li>Economic uncertainty </li></ul><ul><li>Shifting business models </li></ul><ul><li>Digital natives, consumerization of IT </li></ul><ul><li>High yet ill-defined expectations </li></ul><ul><li>Innovation and risk </li></ul>
  4. economic uncertainty photo by Fadzly Mubin
  7. shift to cost cutting CIO Budget & Staffing Survey, June 2008 19% 22% 37% 21% Next 12 months 26% 16% 39% 20% Past 12 months Manage IT Infrastructure More efficiently Lower the Operating cost of IT Enable Business Process Innovation Create Topline Revenue growth What is the primary Focus of your Investments?
  8. from ROI to TCO CIO Budget & Staffing Survey, June 2008 48% 41% Total cost of ownership (TCO) 52% 59% Return on investment (ROI) June 2008 Jan. 2008 Most important factor driving your IT Investments the next 12 months
  9. contingency plans 68% CIO Budget & Staffing Survey, June 2008 32% No plans for contingency plan 20% Not yet but planning to implement 48% Yes, contingency plan currently in place Do you have a contingency plan in place in the event you need to make cuts to your IT budget?
  10. riding the recession If a recession is to occur, how confident are you in your organization’s ability to manage through it? Source: CIO Strategic IT Research Study, IDG Research, April 2008
  11. some examples
  12. extreme measures: TCO = 0?
  13. shifting business models
  14. digital natives web 2.0 consumerization of IT
  15. employees & customers want to… <ul><li>Create </li></ul><ul><ul><li>Blogs, videos, wikis, machinima (remixes) </li></ul></ul><ul><li>Communicate, collaborate, share & engage </li></ul><ul><ul><li>IM, text messaging, social networking, photo sharing </li></ul></ul><ul><li>Participate, influence & be recognized </li></ul><ul><ul><li>Rate & be rated, comment, vote </li></ul></ul><ul><li>Choose their own tools </li></ul>
  16. consumerization of the enterprise Bechtel’s Project Services Network <ul><li>Infrastructure-to-apps overhaul of technology environment </li></ul><ul><li>Goal: secure, ubiquitous, simplified, rapidly deployable access to corporate and customer information to any user around the world </li></ul><ul><li>Role Models: </li></ul><ul><ul><li>YouTube: high-bandwidth networking </li></ul></ul><ul><ul><li>Google: leveraged infrastructure </li></ul></ul><ul><ul><li>Amazon: extreme virtualization </li></ul></ul><ul><ul><li>Saleforce: multi-tenant application support </li></ul></ul>Upcoming issue of CIO Magazine, Nov. 1, 2008.
  17. enterprise web 2.0 spending Source: Forrester Research
  18. shift to customer 2.0 <ul><li>Large businesses spend more on employee collaboration tools than customer-facing Web 2.0 </li></ul><ul><li>That trend will reverse by next year </li></ul><ul><li>By 2013, companies will spend nearly a billion dollars more on customer-facing Web 2.0 than on internal collaboration </li></ul>Source: Forrester Research
  20. innovation risk
  21. discussion questions <ul><li>What strategies are you employing today to hedge against rising prices and changing consumer behavior? </li></ul><ul><li>Is there still room to deliver more in the way of IT services while continuing to take out cost? </li></ul><ul><li>How suited is your IT infrastructure to a world of rapidly changing demand? What’s the best way to get to a YouTube/Amazon/Google infrastructure? </li></ul><ul><li>How do you balance innovation and risk? </li></ul><ul><li>Case 1 – Your CEO sees opportunity in entering a completely new and different market. What’s the first thing he needs to know from you? </li></ul><ul><li>Case 2 – Your company gets bought by a private equity firm and they want to quickly spin off some of your businesses. What do you do first? </li></ul><ul><li>Case 3 – The bottom falls out of a big chunk of your business. What’s the highest impact thing IT can do to a) cut costs quickly? b) shift to growth opportunities? </li></ul>