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Galit Fein’s work/ Copyright@2014
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The New Di...
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The Good N...
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Examples o...
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Also Mobil...
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“toothbrus...
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Mobile APP...
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Digital cu...
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The Way We...
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IT mngt
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It trends presentation 2015

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It trends presentation 2015

  1. 1. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Galit Fein EVP and senior analyst STKI “IT Knowledge Integrators” galit@stki.info 1 2015 Disruptive Technology, IT Governance Risk and Compliance STKI Summit 2015
  2. 2. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The New Digital Customer is Born 2
  3. 3. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Digital Physical Blur Smart things Smart machines Connected screens Quakebot Physical world is coming online as objects, devices, & machines acquiring more digital intelligence
  4. 4. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Internet of Things is Real and Here to Stay Connected Home Wearables 4 fitness Mobile On-demand Economy
  5. 5. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Internet of Corporate Things What do you mean … this product doesn’t come with an app? What do you mean … this product is not connected? What do you mean… I have to purchase this product? I just want to use it for a while. The expectations from the consumer B2C world is spilling over into the B2B world 5 These macro trends and changes in customer behaviors have a direct impact on how customers wish to consume their products and services: Everything will be connected, come with a mobile app, and will be available as a service Source: blog.axeda.com
  6. 6. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The Good News… If you do it right 6 mortgage-application and decision process digitalization You can BOND with a happy customer The benefits are huge
  7. 7. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph To service them you need to move from functional to bonding state 7 Emotion-Oriented Systems
  8. 8. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Systems of Engagement are evolving into systems of Immersion 8 Design starts with engagement processes & data
  9. 9. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph From Promotion To Emotion • ~40% of adults don’t trust ads in any medium • Young people are particularly resistant - 84% of millennials dislike advertising • People are looking for the immersive experience “Immersion is not engagement. Engagement takes place when a story, or a marketing message, provokes some sort of action among the audience—a tweet, a post, a face-to-face conversation. Immersion takes place when the audience forgets that it’s an audience at all. Immersion blurs the lines—between story and marketing, storyteller and audience, illusion and reality.” Source: Frank Rose The Power of Immersive Media Source: Nielsen
  10. 10. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 10 This card should be in every winning hand! CX & Customer journey design CX & Customer journey design It all starts with Customer Journey
  11. 11. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The winning card #2 – Mobility (when it is done right!) Source: christianheilmann.com Mobile as extension of YOU “Whatever the problem is … my smart device is the solution!” Customers expect to get what they want in the moment of need “immediately” in context to “their data” Source: Spoiled customer In other words, customers expect … Magic Mobility The HUB
  12. 12. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Examples of “magic moments systems” 12
  13. 13. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph From Mobile Engagement Systems to Magic Moments 13 Sensors Customer Systems of Transactions Core Systems of Engagem. Emotion APIs APIs
  14. 14. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph What does “the hub” platform do 14
  15. 15. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Mobile-First and Sometimes the Mobile-ONLY 15 It's time for a new architecture: • Web isn't designed to handle mobile apps or sites. • It cannot handle the real- time demands of connected products. • Exist architecture built for a browser-led PC world can't flex, scale, or respond to the 21st century needs.
  16. 16. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 40Source: Megan Quinn, KPCB Partner. Evolution of Apps to Internet Unbundling
  17. 17. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Deutsche Bank Expands Its APPS Store in its website 17
  18. 18. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Also Mobile apps have to pass the “toothbrush test” 18 "toothbrush test“ "Is this something you will use once or twice a day, and does it make your life better?"
  19. 19. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph “toothbrush test” examples 19
  20. 20. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Mobile APP usage year-over-year growth 20
  21. 21. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Applications dominate OVER the mobile Web 21
  22. 22. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Platform War is OVER! 22 iOS claiming the majority of the high-end device market Android winning almost everywhere else: • ~85% of smartphones run Google’s Android • ~65% of tablets run Android • ~70% of all new computing gadgets run Android Windows Phone continues to gain developer mindshare steadily at 28%, although the users do not follow
  23. 23. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph UX - the Driving Force Behind the App’s Success Those that have “BAD” experiences… just die
  24. 24. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 24 Mobile Payment
  25. 25. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Mobile Payment Volume Is About To Explode 25 It will be harder than ever to meet the increasing demands of the m-payment in 2015.
  26. 26. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph M-Payment trends 26 • Consumer adoption is still limited  Less than 10% of U.S. and European consumers use mobile payments • Mobile security and fraud risk are not currently major concerns - mobile experience is • Digital consumer wants the simplicity, contextuality, time savings & entertainment value offered by Amazon, Get Taxi, Waze & their favorite retailer’s mobile app The majority of mobile wallet users are millennials
  27. 27. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Pay Without Wait 27 A New Breed Of Apps Let Users Make In-Store Payments Entirely From Their Phone — Without A Payment Terminal
  28. 28. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Away from Low‐Tech, Paper‐Based Tools, Expensive Registers, Card Swift 28
  29. 29. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Your phone becomes the only payment tool you need, wherever you shop 29
  30. 30. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph How people who make in-store m-payments pay for goods & services? 30 45% 37% 29% 0% 10% 20% 30% 40% 50% By presen ng a barcode (or QR code) on my device's screen for the cashier to scan By tapping my device on a payment reader using NFC By scanning a barcode (or QR code) using my device's camera Source: Nielsen July 2014 How People Who Make In-Store Mobile Payments Pay For Goods And Services - US
  31. 31. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph No single clear technology winner •Mobile payment is evolving quickly and chaotically •With consumer acceptance expected to reach critical mass in the next 2-3 years, early successes will define the landscape of mobile payments for years to come •Established players and startups competing not only for market share but also for the ability to establish the business’ rules and technological standards •It’s still unclear how this market will evolve or which competing mobile payment technologies and applications will become prevalent 31
  32. 32. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Numerous Mobile Payments Startups (100s) 32Source: angel.co/mobile-payments
  33. 33. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Internet giants here too 33 Leaked Screenshots Show Facebook's Move into Mobile Payments
  34. 34. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Apple Pay Google Wallet PayPal 34 Apple Pay Security wins - tokenization • Merchant never sees your credit card number • Finger print access – biometric security (iOS 6+) • Works at less than 5% of retail locations Google Wallet Surpasses Apple’s pay functionality • Loyalty card • Send money abroad • Acceptance by many online retails • Google stores data in the cloud • Samsung buys LoopPay: • Works at 90% of retail locations • Supports 10,000+ of credit, debit cards, most gift, loyalty, cards (Target, Walmart, Starbucks) PayPal 15 years experience • If you're PayPal user - mobile payment adoption very easier • You’ve to check first if merchant support PayPal and you need cellular reception help to make purchases • Not many chains VS VS
  35. 35. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Don’t recycle your wallet just yet! 35 • The market is very fragmented • This is confuses consumers • It will take time before most merchants will ready to support mobile payment
  36. 36. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Digital currency - Bitcoin and beyond • Even if you have doubt re bitcoin, there is a collective desire for digital currencies • Web provides the interface for digital transactions representing the exchange of goods & services • Bitcoins represent a new phase of internet use — the internet of value: Mechanism for the entirely digital exchange of money & financial transactions – faster & cheaper 36 Creation of a new paradigm for the digitization & transfer of all things of value
  37. 37. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Retail 2.0: the convergence of wearables, iBeacons and big data • Low-cost iBeacons are here to stay - they provide the absent indoors micro-location (BLE) • BUT iBeacons will provide real value to consumers ONLY, with: Context, relevance & carefully chosen timing of notifications •Retails will have to tie in big data analytics, sophisticated CRM and DMP back-ends that will bring out the real value within iBeacons •Wearables will be an exciting new area of innovation for creating unique shopping experiences that go beyond the mobile UX 37 Source: Gigaom
  38. 38. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Retail Emerging Technologies 38 searching the item without using words beacon-powered alerts and offers QR to build shopping lists with info & recommendationsSharing selfie for on-the-spot opinions before buying
  39. 39. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Mobile Workplace 39 Mobile Workforce Expenses Real time analytics Branch/ field Workforce
  40. 40. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 40
  41. 41. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 41
  42. 42. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The Way We Build Software Is Changing • Enterprises push for greater IT agility, there is a sharp shift toward simpler, more modular, and more custom apps • Business users are looking for consumer-grade mobile experiences. They are pressing IT to give them, in the workplace, the kinds of apps they use every day on their own devices • Organizations have to move from enterprise applications to apps • Organizations must embrace mobile not just as a device, but as a way of working. 42
  43. 43. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Enterprise Mobile Transformation 43 NOT just about smartphones BUT how people work in motion Start with accesstoorg infofrom mobiledevices change the core biz
  44. 44. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Enterprise mobile apps IS NOT just an easy access to the enterprise application 44 Rethink how employees do their jobs Exploit full native device features & analytics to create new experiences Reassess the back- end systems Empower biz users to make first hand decisions without the delay and risk of 'loss on translation Never create an app simply for the sake of having an app greater efficiency & productivity 1st goal
  45. 45. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 8 W ll t The hard work isdone! With SDKs… Mobile SDKs take advantage of NATIVE capabilities
  46. 46. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 0% 10% 20% 30% 40% 50% MBaaS API mngt Native App Mobile Middleware (Worklight, Kony, etc) HTML5 Which of the following mobile technologies or methodologies are you now using for your mobile apps? The gap between HTML5 and native is widening. The native SDKs introduce new APIs at a faster rate than HTML5 can keep up with. To harness the power of these new APIs native is the only viable option. 46 is the most widely used technology
  47. 47. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Enterprise App Store 47 can access and install corporate-approved software applications
  48. 48. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph MobileFirst by IBM and Apple 48 Enterprise apps for iPads & iPhones •Plan Flight •Passenger+ •Advise & Grow •Trusted Advice •Retention •Case Advice •Incident Aware •Sales Assist •Pick & Pack •Expert Tech Run on iOS devices and customized for individual companies by IBM on IBM’s cloud Over 100 industry and horizontal apps are coming by the end of 2015 Currently iOS appears to be winning the battle for enterprise adoption and revenues
  49. 49. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 49Source: Citrix 2014
  50. 50. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The Enterprise beyond Email 50 IT STRUGGLES WITH DECISIONS REGARDING: Source: Citrix 2014
  51. 51. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Enterprise Mobility Challenges 51Source: Mobile Helix/Vanson Bourne Develop cost Security Complexity
  52. 52. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Mobile Development Basic Technologies 1. Native toolkits (such as apple's iOS development kit) 2. Web toolkits (such as jQuery mobile) 3. Specialized platforms (such as Appcelerator) that take a more holistic approach to mobile app development. •MADP vendors often complement native and web toolkits with tooling including:  wrapper tools (such as Adobe's PhoneGap) that allow web apps to work like native apps (so-called 'hybrid' apps);  mobile middleware (such as IBM MobileFirst) that allow native and hybrid apps to communicate securely with on-premise and cloud-based enterprise applications;  application generators (such as Kony Studio) that deliver native, web and hybrid apps from a single set of specifications. •If this sounds like a complex and fast-moving market, that's because it is. “Traditional enterprise software, low-cost disruptors and open-source sales models are simultaneously having an impact on the market". The result is that "today's leaders can be tomorrow's laggards", so the market research company cautions enterprises to "avoid long-term commitments to any one vendor or technology and re-evaluate their mobile AD strategy often". 52 Source: Gartner
  53. 53. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Generation Gap in Workplace •The growing generation gap between young and veteran workers , each of whom are comfortable with different technology •In 5 years companies will have to ensure they’re matching their enabling technology to the demographic of that time
  54. 54. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph How to Manage Mobile App Future Growth •Meet increasing demand from customers and business units to develop and update apps •Developing more apps means an exponential increase in updates and maintenance •Being able to reuse code and update apps is critical to managing this growth T2M Development skillset JavaScript VS iOS & Android $50 per hour $75 pre hour MBaaS solution Decrease visibility into the apps’ performance, inc. crashes and exceptions Allow T2R Average time to develop new mobile apps from 20 weeks to 12 weeks “People don’t download your app if you have 2 star ratings”. Dan Gaertner, VP of Technology, Homes Media
  55. 55. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 11% 19% 19% 22% 29% 0% 5% 10% 15% 20% 25% 30% 35% DATABASE UPDATES BACK-END CODING BACK-END INFRASTRUCURE AND IT API & MIDDLEWARE IMPLEMENTATION FRONT END CODING & UX Over 70% Of Cost And Effort On Mobile Projects Are Spent On Supporting Back-End Processing Development effort during your most recent mobile project
  56. 56. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph
  57. 57. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph IT mngt
  58. 58. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Business Consumer Technology Era Cloud based services Business managers IT projects primary or exclusively run by ITO will decline from 55% to 47% by 2015
  59. 59. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Ahead of the Technology Curve • Consumerization of IT & Self Service trends will lead to restructuring of today’s ITO • In some cases business itself will be the IT department. Technologists will simply be the enabler • Business leaders are more technically savvy and sometimes bypass the IT  Often out of frustration what their needs aren’t addressed • Business leaders also recognize they need the CIO to negotiate contracts, ensure security, support, maintainence and to deploy and implement tech product • IT has to keep the pace in order to know that business consumers are going to ask for next before they ask for it
  60. 60. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Cloud as virtual outsourcing •In many cases, the failure of traditional outsourcing was inflexibility and stagnation •Long term fixed contract simply unfit to 21st century needs •Cloud is, for many intents and purposes, equals virtual outsourcing •Many outsourcing providers (TCS, IBM, HP, etc.) now offer strong cloud offerings Cloud is a New Form of Outsourcing 60 IT factory Computing capacity utility model Traditional outsourcing model
  61. 61. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Cloud Computing models evolvement: 3 types of ITOs 61 Business customers Conservative IT Cloud ready architecture Modern IT Early adaptor IT Moving into Public Cloud XaaS • Elasticity • Automatic procedures • Devops = application deployment • IT Chargeback Hybrid IT Usage of cloud brokerage • Automated, standard environment. • Self service portal • Faster delivery cycle (days to min) • IT service catalog • Better capacity planning • In/ external service catalog • Fully automated service delivery. Utility model • Cloud Platform Services - Plan, Optimization
  62. 62. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Need to embrace different models of workforce designated for different purposes 62 Business customers Conservative IT Cloud ready architecture Modern IT Early adaptor IT Moving into Public Cloud XaaS Hybrid IT Private to public • Mostly internal workforce • Prof. services • High percent of permatemps Workforce models mix: • Talent core workforce • Temporary workers • Managed services – better adjustment to cloud-based delivery Moving into different sourcing models: • X-shore / X-site • Managed services • Prof. services
  63. 63. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Need to embrace different models of workforce designated for different purposes IT Internal talent workforce Part-time & temporary workers Sourcing Mix of non central activities 63 Lower costs, different models- Pay per use, transformation to cloud-based delivery, avoid heavy asset purchasing Better allocate talent and skills, industry knowledge and expertise 1/3 1/31/3 Flexibility
  64. 64. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Same due diligence applied to traditional outsourcing engagements should be applied to cloud engagements Cloud Computing Business Value Outcomes • Financial/Cost • Freedom • Leverage Provider Expertise • Support Business Innovation Cloud Management IT and Business Value Outcomes • Enforce Standards and Policies • Optimize SLAs and Costs • Govern Access and Budgets • Reduce Lock-in Cloud Computing engagements management • Know your cloud partners (financial stability, staff members and future roadmaps) • Invest more time & effort evaluating an ever-expanding roster of cloud providers • Find out about potential providers • Be proactive about security 64
  65. 65. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Web Sites ,Collaboration, e-mail ,Office Service Desk Applications (ERP & vertical core systems) Engagement Systems (CRM, call center, MBaaS…) Development Platform Testing Platform Managed Infrastructure Services APPs that can integrate into mashups APIs from specific services / sources (API Economy) Virtual servers; Container ready infra; Logical and virtual disks; DBMS, middleware and other infrastructure services; Systems Management Managed and Unmanaged Hosting Data Center Collocation Software Applications as-a- Service APPs & APIs components as-a-Service Platform as-a-Service Infrastructure as-a-Service Infrastructure collocation, Physical Infrastructure as-a-Service XaaS – Sourcing evaluation Level of Abstraction 65
  66. 66. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The “New” delivery of IT 66 Making the business more responsive: • IT fixed cost reduction • Flexibility to respond market demands Cloud underpinning a digital business: • Need to deliver digital media on a scalable, pay per use basis • flexibility to consume differing and variable business needs New cloud-based services: • make it easier for users to consume new services • lower operational costs SaaS enables rapid innovation: Automatic scaling and load balancing Transparency of costs & usage
  67. 67. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Technology Risk Management: Governance & Compliance ENGAGE & INNOVATE GOVERN & PROTECT DELIVER & MAINTAIN 67
  68. 68. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph IT Complexity SocialAPIs Systems of Records Systems of Engagement Legacy Cost Center eCommerce Enterprise App Store Enterprise Mobility Engage & Innovate Govern & Protect Deliver & Maintain Engage & Innovate Govern & Protect Deliver & Maintain IT strategy 68
  69. 69. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Govern and Protect 69
  70. 70. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Strategic direction may change by the time a final budget is approved Increasing Pace Of Business Changes 70 Traditional IT Governance methods: no longer work in a business world demanding speed & value
  71. 71. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Bi-model IT 71 Invest in new systems Reduce Operating Expenses Long development and deployment cycles Touch people In-moment decisions Personalized & in-context Social and analytics driven Short & rapid releases Doing IT right, efficiency, safely Doing IT fast IT don't have to be perfect, just quick IT with different ⁻ people, ⁻ set of skills ⁻ processes, ⁻ tools supporting each Systems of Records evolving to Transactions Systems of Engagement evolving to Immersion
  72. 72. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Balance and re-balance IT assets allocation 72 70% 30% Email, upgrade, maintenance, operations Transformational investments, new capabilities
  73. 73. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Provide visibility into IT “…And that in quick view what we have in our IT today” Programs & projects HW & SW assets ContractsVendors Partners Costs Accountability is ultimately more important today than cost cutting 73
  74. 74. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph IT Governance – Office of the CIO 74 Programs & projects HW & SW assets ContractsVendors Partners CostsChargeback Service catalog Business models Financial stability Vendor evaluation & mngt Demand mngt Agility Project mngt EA Asset mgt Agreement mgt Benchmarks SOW SLA mngt Skill mngt Resource mngt ITIL Risk mngt Accountability Future roadmaps Business – IT Orchestrator Navigator IT
  75. 75. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Highest business value possible 75 Internal IT XaaSExternal provider • Demand identification shaping, aggregation & prioritization; • Expectation mngt • Business value • Business changes hatmaa • Services & products supply in terms of quality and capacity • Resources coordination • IT services & products catalog • Agility Explore technology trends and new potential business review Align to business strategy and risk appetite BRM Internal impact External impact LoB LoBLoB
  76. 76. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph IT Governance evolvement: 3 types of CIOs 76 Conservative CIO PMO Modern CIO Early adaptor CIO Strategic BRM • Demand mngt • Portfolio mngt • Project mngt • Resource mngt to ensure correct services & products supply • Project tool • Reporting • Project risk mngt • Demand coordination and aggregation, PPM • Enterprise architecture • Resource mngt • PPM / Governance tool • Business & IT executives dashboards • Technology risk mngt – compliance & reliable reporting • Facilitate business and IT convergence • Removing boundaries – embeds IT capabilities with LoBs to increase agility and business value • Innovation • Enterprise architecture • PPM • Holistic IT Governance tool • Proactive technology risk mngt Tactical Office of the CIO
  77. 77. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Technology Risk Management 77
  78. 78. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph The dark side of innovation & new business models 78 • Emerging technologies bring completely new and often unknown challenges and risks:  Digital information is growing exponentially  Access to enterprise info is often done from customers and employees' private smart devices  Boundaries between customer and organization are blurred • Same is with new business models:  Managing privacy, regulatory compliance and legal aspects in public cloud technology.  On demand or sharing economy leads us to a necessity to manage our own online reputation • Growing risk of security breach or data loss
  79. 79. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Start with your own personal data 79 Ministry of Defense's personal security online educational campaign: 'Think Before You... Share'
  80. 80. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph On-demand economy 80 share our living spaces share our knowledge share our cars share our parking space How do I know Airbnb guest won’t ransack my apartment? Is it guaranteed that a Getaround user will return my car?
  81. 81. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Reputation economy 81 - portable measure of trust
  82. 82. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Who are you Galit Fein? Who is responsible for the personal risk management? 82
  83. 83. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Why Manage Risks? Corporate catastrophes are all too common 83
  84. 84. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Risk equals new opportunity 84
  85. 85. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph What is Risk? • Risk is intentional interaction with uncertainty • Enterprise risk is the effect of uncertainty on objectives and organization goals • Risk mngt - In today’s uncertain times we have to prepare response for unwanted events in advance • Accepting risk is OK; ignoring risk is tragic 85
  86. 86. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Managing technology risk is now a business priority • With the increasing importance of technology and business reliance on technology – focus is shifting to technology risk • It’s not about project risks, it will continue to run in PMO • It’s not limited to security • For the first time business executives ask IT: “What may be the impact on the organization, from all IT-related risks?” 86 Source: Riskjournal
  87. 87. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Technology risks Project related • Difficulties related to new technology hatmaa • Big project failure • Is the project technically feasible? • Could the technology be obsolete before a useful product be produced? • Late project delivery Non project related • Entering (NOT) to new technology • Obsolete or inflexible IT architecture • Cloud based solution • Unstable systems • Not achieving enough value from IT • Compliance • Misalignment • IT service delivery problems • Employee related fraud 87
  88. 88. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Tsunami of Regulations •Data Privacy Laws •Freedom of Information Act •HIPAA •Payment Card Industry Data Security Standard •Homeland Security •Sarbanes-Oxley •BAZEL II •Industry specific regulations (HACCP) •Federal Rules of Civil Procedure 88 Legal costs, fines and damages could be reduced by 25% if organizations applied best practice procedures to records management, security and e-Discovery. Source: Monica Crocker, Land O’Lakes at #AIIM13
  89. 89. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Technology Risks Compliance •Technology Risks Compliance = legal requirements + industry standards + organizational policies and guidelines, and more... • Finding and retrieving information on demand • Controlling access and confidentiality • Monitoring and reporting for enforcement • Comprehensive auditing • Secure retention and destruction 89 Compliance is key: deceptive marketing, debt traps, dead ends, discrimination, retailer data breaches, emerging technologies protections There’s a huge price for non-compliance!
  90. 90. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph Technology Risk Mngt evolvement: 3 types of CIOs 90 Conservative CIO Modern CIO Early adaptor CIO IT risk mngt: their own risk department • Risks being managed in silos per specific project, tech, etc. • GRC as unnecessary and burdensome reactions to regulations and risk events • Policy & methodology • Random risk assessment • Regulatory Compliance • Holistic & continues approach • Substantial need • Proper processes & activities of the IT supporting & promoting business goals Strategic & proactive technology risk mngt Risks being managed as part of IT projects or security ValueBurden Risk mngtCrisis mngt
  91. 91. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph And Remember: 91 AND WHEN IT WENT WRONG DO YOU KNOW THE RISK?
  92. 92. Galit Fein’s work/ Copyright@2014 Do not remove source or attribution from any slide, graph or portion of graph 92 Galit Fein Galit@stki.info

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