Ovum It Enterprise Ra 2011


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Ovum It Enterprise Ra 2011

  1. 1. Part of the Datamonitor Group Enabling informed business technology decisions 2011 Ovum ENTErprisE iT research Agenda IntroducIng ovum It | 1
  2. 2. Welcome to ovum It information technology increasingly underpins business activity in both the commercial and public sectors. Organizations are consequently under pressure to innovate using business technology, whilst at the same time controlling iT costs and optimizing returns from their iT investments. Making informed, relevant, and cost Ovum’s ‘collaborative intelligence’ practice to help you manage your IT efficient IT decisions can mean make approach considers three broad portfolio to improve benefit realization. or break for organizations in today’s categories: horizontal technologies that Our clients see us as more than just informed and connected marketplace. are deployed in a common way across a “nice-to-have”. We consistently Ovum is trusted globally to provide all industries; horizontal technologies save them time and money in areas clients with the research, advice, which have industry-specific business such as preparing RFPs and carrying and support needed to address drivers and implementations; and out product evaluations, peer group these business technology and IT vertical-specific solutions that are comparisons, and industry trends management challenges. unique to a particular industry sector. research. We reduce the risk of your Our services cater to the needs This approach brings together technology decisions by providing of differing IT and business roles, specialists in both horizontal and relevant analysis and advice that’s including: vertical-industry technologies, who tailored to your needs. work closely with industry-focused ■ CIOs, CTOs, IT strategists, and Moving forward, we continue to make business analysts in the wider Enterprise Architects investments to bring you frequent and Datamonitor group. This brochure ■ CEOs, CFOs, and line-of-business updated technology reports and new outlines Ovum IT’s services, followed executives tools to give you detailed insight into by detailed research agendas, firstly technology adoption in your sector. ■ Infrastructure, Operations, and for each of our industry technology Service Delivery Managers coverage areas, and then for our areas We look forward to supporting your IT ■ Software Development Managers of horizontal IT research. decision-making. and Solution Architects Ovum’s services also address the Ian Charlesworth ■ Business Application, Business whole enterprise IT value chain. Research and Analysis Director, Intelligence, and Information We provide insight into IT trends in Ovum IT Managers your sector to help you create an IT ■ Security, Risk, and Compliance strategy; offer in-depth analysis of Managers products and vendors so you can select best-fit solutions and services; ■ IT Sourcing and Vendor Relationship and advise on deployment best Managers It decision Support coverage CREATE SELECT MANAGE THE IT SOFTWARE THE IT STRATEGY & SERVICES PORTFOLIO 2 | IntroducIng ovum It
  3. 3. contents IntroducIng ovum It It SoftWArE And Collaborative Intelligence 4 SErvIcES Information Management 34 crEAtE the IT Strategy 6 Enterprise Applications 36 SELEct Products and Services 8 Application Lifecycle and Integration 38 mAnAgE the IT Portfolio 10 IT Solutions 40 vErtIcAL InduStry Enterprise IT Management 42 tEchnoLogy IT Services 44 Retail Banking Technology 12 Financial Markets Technology 14 mArkEt IntELLIgEncE 46 Insurance Technology 16 Retail Technology 18 ovum’S SErvIcES Energy & Sustainability Technology 20 Ovum Enterprise Knowledge Center 48 Media & Broadcast Technology 22 Research Deliverables 50 Government Technology 24 Analyst Support and Consulting 52 Education Technology 26 Ovum Events 54 Pharmaceuticals Technology 28 Healthcare Technology 30 Telecoms Technology 32 IntroducIng ovum It | 3
  4. 4. 2011 collaborative Intelligence In both commercial and public sectors, Ovum helps you make business technology decisions within the context of your industry environment” 4 | IntroducIng ovum It
  5. 5. Delivering industry insight Ovum is uniquely placed to help you make strategically-aligned IT decisions. We provide a clear line of sight from consumer demand through to business agenda and IT strategy, and our proposition is informed by systematic client input and feedback. JoIn A LEAdEr In buSInESS InformAtIon Drawing on the collaborative intelligence of over 500 business and IT analysts across the Datamonitor Group, we link significant expertise in vertical markets to a thorough knowledge of IT to deliver unrivaled insight into technology-enabled change. Ovum’s analysts take advantage of relationships, research, databases, and tools within the Datamonitor Group to address IT in a business context, not simply as technology. gAIn vErtIcAL InduStry InSIght Ovum’s vertical technology analysts focus on the major issues within their sector and the role of technology as enabler and disruptor. We cover the following industries, shown below with examples of current focus areas: ■ Pharmaceuticals Technology ■ Media and Broadcast Technology » R&D outsourcing » Audience multi-tasking » Pharmacies in the supply chain » Rights management and security » CRM in marketing strategies » Evolving distribution networks ■ Healthcare Technology ■ Telecoms Technology » Electronic Health Records » Next generation OSS/BSS stack » The emergence of telehealth » Cloud service opportunities » Healthcare BPO » Rapid service provision ■ Government Technology ■ Retail Banking Technology » IT efficiency and cost management » Mobile payments » Government 2.0 » Social media in banking » Smart cities & communities » Security and anti-fraud ■ Education Technology ■ Financial Markets Technology » Exploiting social networking » Regulation and compliance » The cost of e-learning » Automated trading strategies » Ubiquitous connectivity and content » Cost optimization ■ Retail Technology ■ Insurance Technology » Channel fragmentation » Marketing and distribution » Targeting customers » Sourcing strategies » Master data management » Risk management ■ Energy & Sustainability Technology ■ Utilities Technology » Asset management » Geographic Information Systems » The evolution of green IT » Information governance » Applications for sustainability » IT services in utilities IntroducIng ovum It | 5
  6. 6. 2011 crEAtE the It Strategy For organizations to maximize the benefit of their IT investments, it is vital that they adopt an integrated approach to business and IT planning” 6 | IntroducIng ovum It
  7. 7. Aligning IT solutions with business strategy Ovum combines industry-recognized IT expertise with a deep understanding of how technology is shaping, and being deployed in, your industry. We analyze the role of IT in enabling business improvement, change, and innovation, in each industry sector. Based on these insights, we can help you to define an appropriate IT strategy and the infrastructure and capabilities to sustain it in a cost-efficient, secure, and compliant manner. CREATE SELECT MANAGE THE IT SOFTWARE THE IT STRATEGY & SERVICES PORTFOLIO AnALyzE buSInESS tEchnoLogy trEndS Many of Ovum’s IT analyst team come from an enterprise IT background and have experience in Across all sectors there are common business defining, communicating, and explaining IT strategy pressures and disruptive technologies at the top of to the business. the agenda. Ovum advises on the impact of these forces and how you should react to them. undErStAnd tEchnoLogy trEndS We respond swiftly to new disruptors and Ovum’s Technology Trends tool delivers continually opportunities as they arise, and our current cross- updated and easily accessible fact-based insight sector topics include: on the technology decision-making process, so you ■ cloud services can measure your own experience against that of your peers. ■ master data management ■ business analytics Spread evenly across 10 vertical markets, eight geographical regions, and five enterprise size ■ mobile applications and devices bands, our Technology Trends data allows you to ■ collaboration compare your enterprise spending plans across the ■ information governance key areas of IT investment. The service delivers IT decision-maker sentiment in EvALuAtE It StrAtEgy And four core areas: ArchItEcturE optIonS ■ evolving IT budgets Ovum’s team can assist with the process of ■ attitudes to technology adoption translating your organization’s objectives into a clear IT strategy and appropriate architectural ■ technology decision-making processes framework. ■ perception of technology vendors IntroducIng ovum It | 7
  8. 8. 2011 SELEct products and Services Ovum’s comprehensive tools save considerable time in comparing and evaluating technology solutions” 8 | IntroducIng ovum It
  9. 9. Matching products and services to your needs Ovum has the most comprehensive and in-depth set of software and services selection tools available to help you identify the right products, services, and suppliers for project and program requirements. We can save you a significant amount of time in technology selection and procurement and ensure a good fit with your overall IT strategy, reducing the need for external consultants. CREATE SELECT MANAGE THE IT SOFTWARE THE IT STRATEGY & SERVICES PORTFOLIO compArE tEchnoLogy SoLutIonS ExpLorE It SErvIcES contrActS Ovum’s renowned Technology Evaluation and When you need insight on IT services contracts, Comparison Reports bring you extensive analysis markets, and service lines, Ovum’s IT Services of the major enterprise technology areas – covering Contracts Analytics tool can make your life simpler business and industry issues, deployment advice, and your decisions faster and more accurate. and market analysis. Tracking over 14,000 deals that cover IT consulting, We offer detailed assessments of leading application management, systems integration, IT IT solutions and include feature-by-feature outsourcing, network management, and business comparisons and a Decision Matrix summarizing process outsourcing (BPO), this tool provides IT the technology rating, market impact, and user decision-makers with answers to the following sentiment score for each product. questions: Our major technology report schedule includes the ■ What are the buying patterns and trends? following areas: ■ Who are the leading providers in different industries, service areas, and geographies? ■ Application Lifecycle Management ■ How have services contracts been awarded in ■ Business Intelligence different verticals? ■ Business Process Management ■ What pricing strategies are being used for ■ Cloud Services services contracts? ■ Content Management ■ How is service contract pricing changing over ■ Customer Relationship Management time? ■ Enterprise Collaboration ■ Enterprise Search ASSESS productS And SErvIcES ■ Identity and Access Management Ovum’s Technology Audits and Service Audits offer ■ Information Security in-depth reviews of single products or services. ■ Infrastructure Management We carefully consider areas such as functionality, ■ IT Service Management product strategy, strengths, and implementation and provide deployment examples and AccELErAtE your tEchnoLogy recommendations. SELEctIon procESS Our Technology and Service Audit coverage Each of our major reports is accompanied by an includes all of the major enterprise technology interactive Technology Decision Manager tool. and service categories, with around 250 solutions The output from this online tool is a graphically-rich added or updated each year. report showing clear rankings of various solutions according to your specified weightings, and detailed charts for individual products. IntroducIng ovum It | 9
  10. 10. 2011 mAnAgE the IT Portfolio Benchmarking key IT metrics with those of comparable organizations is a valuable part of the IT management process” 10 | IntroducIng ovum It
  11. 11. Effective management of IT systems and services Ovum provides you with research and analysis on IT deployment best practice and the ongoing management of IT applications, infrastructure, projects, and services. We help you to realize the business benefits of your IT investments and develop the functionality and capabilities to support your strategic objectives. CREATE SELECT MANAGE THE IT SOFTWARE THE IT STRATEGY & SERVICES PORTFOLIO focuS on thE “buSInESS of It” calculations, Enterprise IT Spend Metrics deliver unique insight into IT budget and Ovum’s IT Management and Strategy reports define spending forecasts based on your organization’s the challenges and common practices of running a demographic characteristics, including: cost-effective and efficient IT department, and how to deliver high quality IT services to your business. ■ IT budget estimates in the current calendar year Using in-depth analysis, case studies, and our ■ IT budget predictions for the following calendar extensive survey data, these reports make year essential reading for senior IT executives and ■ IT budget breakdowns by segment (including managers. hardware, software, services) ■ IT budget breakdowns by sub-segment (e.g. Recent topics in this series include: servers and storage, networking equipment) ■ Achieving IT Flexibility ■ IT budget spending by channel (including internal ■ Application Lifecycle Governance IT, vendors, resellers) ■ Effective IT Management ■ IT spending priorities by technology type ■ Evolving Enterprise Applications ■ IT Governance Add ExpErtISE to your In-houSE tEAm ■ IT Risk Management Many of Ovum’s analysts come from an IT ■ IT Strategy and Architecture management background with many years of ■ Managing Costs in IT experience across a range of industry sectors. ■ Measuring IT Costs and Value This practical experience augments our written ■ SOA Adoption research and data with advice on how evolving management techniques can benefit your bEnchmArk AgAInSt your pEErS organization. Ovum’s Enterprise IT Spend Metrics tool is based We collaborate with a broad ecosystem that on a robust statistical model that processes data includes domain experts, academics, industry from large sets of Ovum surveys and interviews. consortia, and vertical market associations, so that Based on primary research with over 15,000 IT we can apply the latest insights and innovations to decision-makers, as well as macro economic help you meet your goals. IntroducIng ovum It | 11
  12. 12. 2011 retail banking technology The retail banking landscape has changed considerably since the start of the financial crisis, and is continuing to evolve. Furthermore, the “new normal” in day-to-day operations is far from normal, with CIOs having to reconcile a greater-than- Ovum’s Retail Banking research stream looks ever set of demands with less budget than ever; this is not at the industry trends and drivers that influence helped by the fact that these demands frequently conflict with banks’ technology strategies. Aside from general one another. The overall environment is characterized by IT investment trends, our coverage includes the the business pressures of aiming to meet the demands of a following topics: customer base that is increasingly sophisticated and mistrustful ■ The implications of the consumerization of IT in equal measure. At the same time, IT systems need to reflect a seemingly never-ending stream of new regulations. Existing ■ Mobile banking systems have to be kept running, but it’s also imperative to renew outdated IT landscapes and support innovation to ■ New and emerging consumer payment systems increase efficiency and enable firms to stay ahead (or catch ■ Security and fraud prevention up). Measures need to be taken to ensure that ever-changing security threats don’t turn into disaster for the bank. ■ The impact of new regulations ■ Strategies for maximizing revenue while minimizing risk ■ Master data management Industry segments Coverage Consumer banking Channels Business banking Core systems Wealth management Mobile and contactless payments New and emerging consumer payment systems Technology strategies 12 | vErtIcAL InduStry tEchnoLogy
  13. 13. 2011 rESEArch thEmES SocIAL mEdIA In bAnkIng mobILE pAymEntS A groundswell is building behind the use of Hardly a week goes by without another social media in banking, as institutions believe announcement of a new mobile payments system. significant value can be gained from interacting At the same time, many banks remain unsure with customers and prospects via this new channel. While about what their strategy should be – that of leader, follower, or social media’s ease of use is undoubtedly one of its virtues, this by-stander? It is also not yet clear what a successful business is also its biggest Achilles’ heel. 2011 will see banks refining model for a mobile payments system will look like in the mature their social media strategies, but they must do so without a markets of Western Europe and North America, and not all of detrimental impact on existing operational infrastructure. the proposed technologies are likely to win. pErSonAL fInAncIAL mAnAgEmEnt mobILE dEvIcES In rEtAIL And tooLS corporAtE bAnkIng Banks are continuing to seek ways to differentiate The influence of consumer technology on the themselves from their competitors and increase banking industry has grown increasingly important customer loyalty. At the same time, many consumers are and mobile devices have become prevalent. Retail banks having to manage their finances very carefully, in particular already provide mobile banking services for informational and in an environment of low interest rates on their savings. transactional activities: in 2011 this channel will evolve, and Making online tools available to make this planning easier as devices become more sophisticated, institutions must keep for customers is becoming a key strategy for banks wanting pace with developments. Significantly, corporate banks will to offer enhanced services, and – ultimately – increase make increased use of mobile technologies customers’ lifetime value. SEcurIty And AntI-frAud mAStEr dAtA mAnAgEmEnt Banks are where the money is, and the rat-race Having the right data in the right place at the continues between criminals trying to steal that right time has long been a challenge for banks. money, or abuse the banking system in other Increased regulatory information demands ways, and banks trying to protect that money and have put a new spotlight on this issue and prevent their business from being abused for money-laundering there is an increasing need for more differentiated product or other criminal purposes. Banks need to ensure they have and sales strategies. Many banks still lack appropriate data the right processes and technologies in place to mitigate risk, governance frameworks and are struggling to put in place while at the same time ensuring regulatory compliance and data management strategies and tools that will allow them to minimizing the impact on the customer. manage more effectively. vErtIcAL InduStry tEchnoLogy | 13
  14. 14. 2011 financial markets technology Two key forces will shape the industry in 2011. Volatile market conditions will drive significant fluctuation in operating income and profit growth performance. Regulatory requirements will continue to dominate both business and technology agendas. Our Financial Markets research stream looks at the industry trends and drivers that influence market These forces result in business model changes and structural participants’ technology strategies. Aside from shifts in the industry as institutions adapt to new opportunities general IT investment trends, our coverage includes and regulatory requirements. The underlying implication for the following topics: technology strategy will be the need to enable organizational agility to support evolving requirements under tight timeframes. ■ Regulation and compliance In order to operate successfully in this new environment, ■ Automated trading strategies financial markets participants need to put in place operational controls (including supporting IT systems) that are both tighter ■ Enhancing alpha generation and more flexible. Tackling data management will be essential to manage the regulatory reporting burden. On the buy-side, ■ Cost optimization competitive pressures will drive the need for more consistent and stronger investment performance as net money inflows into ■ Liquidity risk management the sector remain anemic. Industry segments Coverage Asset management Electronic trading Capital markets Risk and compliance Corporate banking Back office optimization Investment banking Technology strategies 14 | vErtIcAL InduStry tEchnoLogy
  15. 15. 2011 rESEArch thEmES rEguLAtIon And compLIAncE EnhAncIng ALphA gEnErAtIon Data management, business controls, and The buy-side will need to consider advanced enhanced reporting capabilities will be essential decision support tools to devise and adapt to deal with the heavy regulatory burden in 2011, investment strategies, as well as investment in with institutions needing to support requirements at both tools to effectively execute and evaluate trading strategies. an international and national level. The challenge will be to The challenge for institutions will be to deal with the reality of implement a flexible framework to meet immediate timetables the return risk trade-off to seek returns while providing more with the ability to support evolving requirements as they mature transparency to clients around performance and risk. over the next few years. AutomAtEd trAdIng StrAtEgIES LIquIdIty rISk mAnAgEmEnt The importance of automated trading will continue Managing liquidity risk will remain high on the to drive significant investment in enhancing executive agenda in 2011. Pressure over funding the performance of the supporting front office continues and regulation from Basel III will force and connectivity infrastructure. The drive for lower-latency institutions to understand and maintain capital to support infrastructure will continue, but the pressure from clients will be liquidity requirements. Institutions will need to establish an on enhancing and demonstrating the effectiveness of trading enterprise view, but also start to reflect cost of liquidity in strategies. pricing and business decision making. coSt optImIzAtIon Back office processing costs will remain under scrutiny for both buy- and sell-side, with the need to support volatile volumes while reducing operational costs. Institutions must balance cost reduction with enhancing of the effectiveness of back office operations to reduce trade failures and manage operational risk. vErtIcAL InduStry tEchnoLogy | 15
  16. 16. 2011 Insurance Technology The financial success of insurers depends on their ability to leverage the continually changing landscape of risk, regardless of whether those changes are minor or major. In 2011 and subsequent years, insurers will find themselves The Insurance Technology research stream addresses competing in a dramatically changed landscape, where success four areas to support the insurance industry as well as will require a redesign of strategies, business models, products, technology firms, consultancies, and other industries distribution channels, and the requisite supporting internal that support the insurance industry in achieving the business operations. The transformation of the landscape of risk required strategic and operational objectives: is being driven by stricter regulations; increasing fiscal stress on societies as countries and corporations continue to push ever- ■ Marketing and distribution more financial risk to private citizens; and a seemingly never- ■ Sourcing strategies ending expansion of the digital domain which, without regard to the first two trends, exerts pressure on insurers’ go-to-market ■ Risk management and compliance strategies, business operations, and risk management practices. In an industry whose essence is entirely information, insurance ■ Shifting insurance industry dynamics companies must effectively and efficiently apply current and emerging technologies to compete on the ever-changing ■ IT investment strategies landscape of risk. INDUSTRY SEGMENTS COVERAGE Personal lines non-life insurance Distribution Commercial lines non-life insurance Policy administration Life insurance Claims Group life insurance Technology strategies 16 | VERTICAL INDUSTRY TECHNOLOGY
  17. 17. 2011 rESEArch thEmES mArkEtIng And dIStrIbutIon rISk mAnAgEmEnt And compLIAncE The marketplace is rapidly evolving to be a media- One very strong message from the biggest financial shaped digital marketplace driving publication, crisis in many decades is the imperative for insurance storage, and consumption of digital information companies to have strong risk management throughout the insurance value chain from sales to service. programs. Whether insurers appoint risk officers or tackle People from all generational cohorts will be pulled into this enterprise risk management programs, regulators worldwide will digital world of information availability on an anywhere and be shining a very strong spotlight on insurers’ risk management anytime basis. Insurer marketing approaches and channel practices. The rapidly emerging digital marketplace with its management will have to be transformed to align to this brave growing information flows captured within the insurance value new digital world where immediacy is the sine qua non. chain only amplifies insurers’ risk management issues. ShIftIng InSurAncE InduStry dynAmIcS SourcIng StrAtEgIES One of the major challenges for insurers is to Sourcing is about insurers obtaining or managing balance what is needed to succeed in the near term the resources to deliver on the value proposition with preparing for the longer term opportunities. to policyholders, agents or brokers, and other key Ovum’s annual surveys of insurance executives around the stakeholders. However, insurance companies are burdened globe gives insight into current business and technology trends, by the need to support multiple core administration systems whilst our thought-leading analysis and scenario planning which are many decades old. According to Ovum’s surveys, provides the long term perspective that insurers require to set few insurers plan to replace the multiple core administration their forward strategies. systems. Sourcing options ranging from traditional outsourcing to cloud solutions exist to help. vErtIcAL InduStry tEchnoLogy | 17
  18. 18. 2011 retail technology In Western Europe and North America, the days of considerable growth in the retail sector are over. Not only are store sales slowing – even online growth is becoming elusive. While confidence will improve with economic conditions, Ovum’s Retail Technology research stream looks at consumption habits have changed. Consumers are not only the industry trends and drivers that influence retailers’ able to choose from a plethora of channels but they are also technology strategies. Aside from general IT investment better informed than ever – to the extent that they can go into trends, our coverage includes the following topics: a store, assess the quality of the goods, and then do an instant ■ Multi-channel retail strategies price comparison check using their mobile phone. Whether or not they end up buying in the store, via their mobile, or online ■ Increasing operational efficiency depends on a number of factors, not least retailers’ ability to respond, whatever the location or the channel. ■ Improving the in-store experience ■ Knowing the customer Supply Handheld Predictive chain SC M GI S device analytics Multichannel Ecommerce Media & retail platforms Hosting SEO streaming Operational Talent Huma n efficiency HCM BP M management resources In-store Merchandise Category Space Demand experience planning management planning forecasting Knowing the Data Data customer CRM management Analytics integration 18 | vErtIcAL InduStry tEchnoLogy
  19. 19. 2011 rESEArch thEmES chAnnEL frAgmEntAtIon thE compLExIty of tArgEtIng Consumers now have a plethora of channel cuStomErS choices – in-store, phone, online, and mobile, and Channel fragmentation and changing population many of them choose a combination of several. dynamics mean targeting customers has become Or at least they would like to, if retailers could only support more complex than ever, in particular when taking into account a true multi-channel experience, as opposed to imposing on the current economic climate. Retailers need to ensure that their customers (or former customers…) the inconvenience of the channel experience and delivery options – whatever the dealing with parallel channels that aren’t connected with one channel – match the target demographic. To do so, they need another. to deploy as many of the available IT tools as possible. mAStErIng dAtA mAnAgEmEnt Many retailers bemoan the fact that their customer data is either incomplete, or doesn’t make sense. Add to the mix a proliferation of mismatched bar code information, supply chain systems not connected to store systems, CRM systems that don’t cover all channels, and it quickly becomes obvious why addressing the issues of data governance and master data management should be top-of- mind for many retailers. vErtIcAL InduStry tEchnoLogy | 19
  20. 20. Energy & Sustainability 2011 technology Rising energy prices, resource scarcity, climate change, and environmental regulation are exposing businesses to new risks and forcing them to adopt more sustainable practices. In the energy realm, utilities face complex challenges involving The Energy & Sustainability Technology practice capital constraints, aging infrastructure and workforces, and looks at the value chain for electricity, gas, and water bad debt caused by economic instability. utilities and key issues such as asset management, information governance, and IT services opportunities. In every sector, businesses face mounting pressure In sustainability, the practice examines the key factors from consumers, investors, and regulators to shrink their driving sustainability higher on corporate agendas and environmental footprints. Information technology is crucial how IT can help companies manage more sustainably to providing visibility into core business processes and while improving business performance. the insight required to choose cost-effective solutions ■ Energy generation and distribution systems to manage effectively in this new world of constrained ■ Energy trading and risk management resources, heightened risk and volatility, and complex market ■ Meter-to-cash processes in utilities requirements. ■ Energy and sustainability management across the business ■ The evolution of Green IT ■ New demands from regulators, consumers, and investors Sustainability Carbon management Green IT Compliance Waste management Goal: Sustainable factories, buildings, transport systems, etc. Utilities N W E S Smartgrids, meters Trading GIS systems Asset management Goal: Smarter, more efficient energy generation and distribution 20 | vErtIcAL InduStry tEchnoLogy
  21. 21. 2011 rESEArch thEmES ASSEt mAnAgEmEnt In utILItIES It SErvIcES opportunItIES In EnErgy Enterprise asset management systems are a vital tool And utILItIES for utilities, assisting with long-term asset strategy According to Ovum’s Technology Trends survey, through to day-to-day maintenance. Smart grid services within utilities is relatively immature, with applications will cause an exponential growth in data. How asset utilities spending approximately half of the budget other industries management systems deal with this data will have a huge impact commit to services. What are the future drivers, opportunities, and on future operational efficiency. barriers for services in a relatively conservative, unionized industry? chooSIng SuStAInAbILIty SoLutIonS gEogrAphIc InformAtIon SyStEmS As energy and environmental management move Geographic information systems are virtually higher on corporate agendas, solution providers pervasive within utilities, but use is typically limited are responding. Enterprise application vendors are to asset management. There are a number of extending their solutions; specialists with deep domain expertise alternative applications for GIS throughout the utility value chain, are broadening their capabilities; new solution providers are but the business case is not entirely clear. crowding into the market; and consultants and systems integrators are investing in sustainability practices. But each company’s needs are unique – how do they determine which will be most effective? fAcIng up to thE chALLEngE Managing for sustainability is a complex and multi- faceted problem that most companies have not yet profItIng from SuStAInAbILIty begun to address. But as pressures mount - from Though regulation can be a powerful driver, regulators, consumers, and investors - companies eventually sustainability solutions won’t win broad adoption must respond. How do they begin? How do they set sustainability unless they boost overall business performance. baselines, set goals, build strategies, and measure progress? How The challenge enterprises face is to identify the IT investments much does it cost, how long does it take, and what constitutes that deliver the most value in maximizing efficiency while success? minimizing risk and environmental impact, and that can be implemented most quickly and cost-effectively. thE EvoLutIon of grEEn It Information and communication technologies InformAtIon govErnAncE And thE dAtA account for just 2-3% of global energy consumption chALLEngE and greenhouse gas emissions, but their share is Utilities implementing smart energy applications much higher – and growing rapidly – in developed countries, will see data volumes grow exponentially, creating due to burgeoning growth in cloud computing and wireless petabytes of data that must be gathered, stored, and analyzed. communications. In short, the IT industry is losing ground Information governance will become an increasing priority; to despite significant improvements in power efficiency over the extract the full benefits of this smart data, utilities must ensure last several years. How can the industry reverse this trend and they implement the right information policies. at least stabilize, if not reduce, its impact on the environment? vErtIcAL InduStry tEchnoLogy | 21
  22. 22. media & broadcast 2011 technology 2010 has seen a cyclical bounce in revenue in the media sector from traditional advertising thanks to a strengthened macro-economic environment. Deep cost cutting during the 2008 and 2009 downturn is translating into stronger earnings The Media & Broadcast Technology research stream performance. looks at the industry trends and drivers that influence the technology strategies of the media enterprise. Aside However, this cyclical trend is overshadowed by ongoing from general IT & broadcast technology investment systemic shifts in the media industry. 2011 is set to be a trends, our coverage includes the following topics: crucial year as accelerated consumer electronics and media ■ Technology & audience strategies for social platforms technology cycles, and associated shifts in consumer behavior, create transformation imperatives in the face of long term ■ Next generation on-demand video models and business model uncertainty. As audience and advertiser delivery platforms attention migrates to digital services, this continues to chip ■ The shift from packaged media to entitlement-based away at established commercial models of network operators, subscription and transactional models broadcasters, publishers, and advertising agencies alike. They continue to face the hardest of challenges: the need ■ Advanced media workflow, supply chain, and rights to invest and re-engineer the service models, supply chain management infrastructure, and trading currencies in the face of aggressive ■ Best practice models for defensive co-opetition along disruptive assault from the Internet majors. the media value chain ■ Product strategy for applications in the mobile, STB, and tablet channel Channel programmers DTH/cable platform operators Studios and production Digital publishing North America Europe APAC Disruptive technology, shifting audience behavior and commercial transformation Operational & process challenges for the evolving media enterprise Broadcast production technology, advanced business management, and workflow solutions 22 | vErtIcAL InduStry tEchnoLogy
  23. 23. 2011 rESEArch thEmES AudIEncE muLtI-tASkIng rIghtS mAnAgEmEnt & SEcurIty Multi-screen viewing behavior is a rapidly As new channels and platforms emerge for the developing consumer trend in otherwise distribution of premium content, notably OTT and conservative television audiences. This creates social, this creates challenges at the commercial attentional challenges for the advertiser and the advertising and technical operational layer of the media enterprise. The dependent broadcaster, but it also creates opportunities transition to web distribution, the piracy threat, and decline to engage users with personalized, immersive branded of packaged media is creating the need for restructuring of environments across multiple devices. Smart approaches windowing strategies in the content lifecycle. New distribution to master data management, analytics, identity, and channels and a transition to HTML5-based service environments authentication challenges will do much to determine the extent are creating the need for enhanced analytics, security, and to which they are able to turn this behavioral shift to their rights management solutions. In 2011, Ovum will assess the advantage, as well as defend against disruptive market entry requirements and opportunity for the IT vendor community to from the multi-platform web majors. meet these challenges. mAStEr dAtA mAnAgEmEnt – movIng from SubScrIptIon to hArnESSIng thE dAtA opportunIty trAnSActIon For an industry structured around mature, The structural collapse of the newspaper industry decades-old ratings currencies for media buying has demonstrated two truisms: that prices are and rights acquisition, the successful exploitation of set top box sticky in a downward direction and that commercial models that and web platform data available near real time is a commercial, rely purely on advertising are characterized by excessive risk cultural, operational, and technical challenge. In 2011, Ovum and revenue variance. As broadcasters and studios with B2C will look at the how ratings agencies, media buyers, platform strategies move premium video content online and diversify operators, and broadcasters are meeting – or failing to meet – into goods and services such as casual gaming or virtual the transformation challenge and the risks of failure. merchandise, so international transaction gateway services and scalable CRM platforms that can support a range of subscription and micropayment models, while delivering elastic capacity and EvoLutIon of contrIbutIon, cost structures in the face of business model uncertainty, are dIStrIbutIon & trAnSmISSIon key to business model transformation. We will also be revisiting nEtWorkS our work in the publishing industry to assess the success and With the growth in hybrid STBs, IP networks failure of pay-wall and multi-platform commercial and operational have become an integrated component of the broadcast strategies. transmission topography. As video takes a growing share of the capacity available on today’s telecoms infrastructure, Ovum, in partnership with Ovum Telecoms, will examine the evolving service relationship between content provider and telecoms operators and cost-optimized CDN services, and the impact on traditional broadcast transmission infrastructure markets. vErtIcAL InduStry tEchnoLogy | 23
  24. 24. 2011 government technology A number of pressures are bearing down on the public sector and challenging traditional business models: economic woes and sovereign debt accumulated from the credit crunch, growing demand for services from an aging ■ Central/federal government technology population, urbanization pressures requiring new strategies for civic infrastructure, and increased ■ Local/state government technology environmental awareness. ■ Strategy, selection, and deployment of ICT solutions in government The face of IT is also changing with Web 2.0 technologies, commoditization, cloud computing, and new service delivery ■ Analysis of government-specific technologies such as possibilities. Furthermore, maturity of IT in the sector is 411, eGovernment, and electronic voting leading to demand for professionalism. The public sector is currently facing the ultimate quandary: how to build capacity ■ Agency ICT strategies in North America, Europe, and and efficiency into services with almost no money for capital Asia-Pacific regions expenditure. It is looking to the private sector for answers. Government sub-segments Central or Federal government State and Local government Technology Information and communications technologies Examples: wireless, security, CRM, ERP as applied to government Government-specific technologies Examples: eGovernment, public safety Regions Europe North America Emerging Markets 24 | vErtIcAL InduStry tEchnoLogy
  25. 25. 2011 rESEArch thEmES drIvIng A pArAdIgm ShIft In thE govErnmEnt 2.0 pubLIc SEctor through It EffIcIEncy Web 2.0 technologies offer low-cost and easy- & coSt mAnAgEmEnt to-deploy options for progressive ways of IT efficiency, cost management, and re-use have delivering public services. Government 2.0 could become top priorities in these austere times. IT be just the ticket for cash-starved public agencies to deliver is going to be instrumental in delivering the transformation service improvements on a shoestring. The options for open that is needed to recover from the recession. This time around government, crowd-sourcing and social-networks, and co- though, the role of the IT supplier is going to be different – the production are all expected to play their part in changing the supplier is going to drive growth and innovation in the public face of government agencies. sector market with minimal help from governments. There are implications for the way that services are procured, delivered, and paid for, as well as the bigger market landscape. SmArt cItIES And connEctEd communItIES Rising pressures on cities due to aging infrastructures, changing demographics, population growth, and urbanization, combined with increasing expectations regarding resource and environmental sustainability, are leading to new thinking with the locus of joined-up e-Government policy shifting from national-level strategies to city-by-city strategies. Sustainability, the Internet, national broadband coverage, and brown versus greenfield developments all come into the equation and will play a part in smart cities and communities of the future. vErtIcAL InduStry tEchnoLogy | 25
  26. 26. 2011 Education technology A myriad of rapidly shifting forces, including rising customer service expectations shaped in the consumer market, shifting student demographics, accelerating technical innovation, and rapidly expanding globalization – all in a context of a nearly ■ Analysis of the trends impacting technology usage worldwide economic downturn – is re-shaping the and adoption at the primary/secondary education as education industry and calling into question even well as higher/tertiary levels the most established institutional practices and ■ Strategy, selection, and deployment of ICT solutions cultural norms. in education Many institutions are struggling to establish effective and ■ Analysis of education-specific technologies such as efficient strategies for navigating the near constant pace of SIS, online learning, and digital curriculum change. Consequently, technology usage will become more prominent and innovative in the industry, particularly as senior- ■ Education ICT strategies in North America, Europe, level line of business and IT executives strive to be more agile and Asia-Pacific regions and flexible in the delivery of their services, while maintaining or even reducing costs. Market sub-segments Higher education/tertiary education K12/primary and secondary education Technology Information and communications technologies Such as: wireless, security, BI, CRM, ERP as applied to education Education-specific technologies Such as: student information systems, e-learning, student portals Geography Europe North America Asia-Pacific 26 | vErtIcAL InduStry tEchnoLogy
  27. 27. 2011 rESEArch thEmES cAn hIghEr EducAtIon pLug Into thE ubIquItouS connEctIvIty & contEnt In SocIAL nEtWork? hIghEr EducAtIon In ever increasing amounts, relationships are Rising dissatisfaction over costs and content created, opinions are formed, and information is quality within a context of increasingly powerful communicated through social media. Few institutions fail to and accessible consumer devices will push traditional see the tremendous potential of harnessing this tool to power textbooks into oblivion over the near term. Migrating to a fully recruitment, retention, and development efforts, particularly digital delivery system for academic content represents a within the scope of a larger relationship management strategy. significant paradigm shift for education, and will require a re- Yet unlike enterprise applications, the technology underpinning conceptualization of ubiquitous computing and the creation of a social media and student preferences for it evolves rapidly and new business relationship between publishers, institutions, and can neither be owned nor controlled by institutions, leaving students. many baffled as to how to leverage it effectively. thE rEAL coSt of E-LEArnIng In hIghEr thE EntErprISE AppS bAttLE movES to EducAtIon thE ApAc front The rapid uptake of online learning has pushed Recognizing the dependence of continued learning management solutions (LMS) into the economic growth on the development of world- pantheon of mission-critical applications for most colleges and class higher education systems, many countries in the Asia- universities. Yet changes in the commercial and open source Pacific region are investing heavily in the modernization and landscapes are driving many institutions to reconsider their expansion of their colleges and universities. The purchase and approach to purchasing, supporting, and delivering their LMS implementation of next generation enterprise applications will in the hopes of finding more cost effective strategies for service be an important part of this investment and will require care to delivery. navigate this highly diverse and rapidly evolving market. coLonIzIng thE cLoud for InStItutIonAL vALuE Cloud computing has created considerable buzz across most industries and with the rampant success of the free university email services by Google and Microsoft, the institutional door has opened for it as well. Nevertheless, significant questions remain around the ability of the cloud to deliver true cost savings for colleges and universities without compromising quality of service and, more importantly, the security of student and personnel data. vErtIcAL InduStry tEchnoLogy | 27
  28. 28. Pharmaceuticals 2011 technology A number of pressures are bearing down on the life sciences, challenging traditional business models: decreasing sales in developed markets due to the patent cliff; a larger, more knowledgeable, and tech-savvy customer base; rising R&D costs and ■■ Technology■in■the■pharmaceutical■and■biotechnology■ capital constraints; an increasingly complex global industries supply chain; a data explosion due to the increase in genomic research; regulatory pressures; ■■ Strategy,■selection,■and■deployment■of■ICT■solutions■ in■life■sciences■ operational inefficiency; and a demand for more personalized medicines. ■■ Analysis■of■life■sciences-specific■technologies■such■ as■LIMS,■eLNS,■eClinical■trials,■and■eDetailing The■life■sciences■are■currently■facing■the■ultimate■quandary:■ ■■ Life■sciences■ICT■strategies■in■North■America,■ develop■safer,■more■effective■drugs■while■keeping■R&D■ Europe,■and■Asia-Pacific■regions costs■down■and■replacing■lost■revenue■due■to■the■patent■cliff.■ Technology■will■be■a■critical■enabler■to■address■these■issues,■ right■across■the■pharmaceutical■product■lifecycle. Life sciences sub-sectors Pharmaceutical Biotechnology Geography North America Europe Emerging markets Technology Life sciences-specific technologies Examples: bioinformatics, ELN, LIMS, EDC, CTMS, eDetailing Information and communication technologies Examples: enterprise applications (CRM, ERP), mobility solutions, and consumer portal s 28 | Vertical industry technology
  29. 29. 2011 rESEArch thEmES thE EvoLutIon of crm In thE rEALIzIng thE potEntIAL of cLoud phArmAcEutIcALS InduStry computIng In phArmA The pharma industry is in a state of flux, particularly Much of pharma R&D requires high performance with the long-awaited 2011 patent cliff finally computing (HPC), particularly to conduct virtual here, resulting in a drop in sales. Price cuts, reimbursement experiments in drug discovery, and high-capacity data storage. restrictions, and growing regulatory pressures will further limit As the cost of IT hardware increases and infrastructure sales growth. Companies are re-evaluating their sales and implementation and maintenance becomes more taxing on marketing strategies as they attempt to navigate the patent cliff internal IT departments, the demand for cloud computing is and other pricing pressures. The adoption of CRM solutions significant. But does the cloud hold water for the data-sensitive will be key to ensuring that life sciences companies remain life sciences industry? competitive during this transitional period. IS outSourcIng thE AnSWEr to hoW cLoSE ArE WE to thE $100 gEnomE? phArmA’S r&d WoES? The pharmaceutical and biotechnology industries With cost-cutting in mind, pharma companies are are becoming more intertwined as drug R&D rapidly turning to business process outsourcing begins to shift away from the “blockbuster drug” (BPO) and knowledge process outsourcing (KPO). In the model to one that focuses more on patients’ genomes or past, companies have focused on outsourcing manufacturing DNA. Genome analysis is an expensive feat, so life sciences and clinical trials, primarily to the emerging markets, but companies and healthcare providers alike are awaiting the more recently, early research is also being outsourced. IT highly-anticipated $100 genome. The use of advanced biology- outsourcing is also in high demand. specific informatics (bioinformatics) tools will greatly help researchers reach that goal. thE roLE of phArmAcIES In thE LIfE ScIEncES SuppLy chAIn The pharmaceutical supply chain is extremely complex, with many stakeholders involved. Pharmacies are a crucial element to the distribution channel, yet are often neglected when evaluating supply chain logistics and the technologies that support it. It is therefore important to understand the role of pharmacies and how IT supports them. vErtIcAL InduStry tEchnoLogy | 29
  30. 30. 2011 healthcare technology An aging population in developed countries and an expanding middle class in developing ones leaves few untouched by a growing demand for healthcare services. This demand far outpaces the resources, both professional and financial, of most healthcare ■ ICT adoption amongst healthcare providers, payers, systems around the world. and patients Consequently, healthcare reform tops the political agenda in ■ Strategy, selection, and deployment of ICT solutions nearly every country from the US, with its highly privatized in healthcare system, to the UK, with its socialized one, and every shade and variation in between. Driven by government mandates and ■ Analysis of healthcare-specific technologies such as consumer demands, the introduction of new and oftentimes EHRs, PHRs, telehealth, and PACS cutting-edge technology and services, such as electronic health records (EHRs) and telehealth solutions, will be a crucial ■ Healthcare ICT strategies in North America, Europe, component of curing the ails facing the healthcare industry. and Asia-Pacific regions Healthcare sub-segments Hospitals Physician offices Other ambulatory care Long-term care Payers Technology Information and communications technologies Such as: enterprise applications (CRM, ERP), mobility solutions, portals in healthcare Healthcare-specific technologies Such as: clinical information systems (EHR, telehealth), administrative, and financial systems Geography Europe North America Asia-Pacific 30 | vErtIcAL InduStry tEchnoLogy
  31. 31. 2011 rESEArch thEmES ASSESSIng progrESS In ELEctronIc thE comIng trAnSformAtIon of hEALth rEcordS hEALthcArE through tELEhEALth The last few years have witnessed historic The rising demand for healthcare services, investment by government in the purchase and particularly from specialized clinicians, is having a implementation of EHR solutions, with marquee mandates deleterious impact on access to quality care. Many providers and programs in the US and UK. Yet progress has been slow are exploring the utilization of innovative communications and the anticipated improvements to quality of care and cost technology to provide healthcare ‘at a distance’ in order to effectiveness of service have been elusive. Undoubtedly, improve accessibility and reduce overall costs. With the realizing the return-on-investment for EHRs will require a rapid uptake of smartphone technology and more widespread watchful eye to ensure that governments, healthcare providers, availability of inexpensive video conferencing capabilities, the and suppliers evolve their strategies, expectations, and even potential of telehealth to transform the industry continues to solutions and services. grow. crm – puShIng pAyErS to communIcAtE hEALth InformAtIon ExchAngE bEttEr The sharing of healthcare information across As patients take a more active role in managing clinical departments, hospitals, and physician their own care from the perspective of both practices has been the ‘holy grail’ of improving selecting a provider and paying for their care, healthcare quality of care while reducing costs. Yet, from CHINs to RHIOs insurance companies will need to improve their communication and even to today’s HIEs, the strategies undertaken by the and relationship management strategies dramatically. industry have failed to yield scalable results. With the growing Consequently, the more sophisticated and proactive usage of uptake of EHRs and other information-rich solutions, the need customer relationship management (CRM) solutions and the to create a truly interoperable and secure system for sharing outsourcing of contact center services is likely to grow. patient data has never been more critical. hEALthcArE bpo In EuropE With its employer-centered insurance model, the US healthcare industry has an established history of business process outsourcing (BPO) for back-office processes as a strategy for reducing costs without jeopardizing quality of service. However, as financial pressures escalate and the market consolidates over the near- to mid- term, the European healthcare payer market is also likely to explore BPO as a means to improve organizational efficiency. vErtIcAL InduStry tEchnoLogy | 31
  32. 32. 2011 telecoms technology Global economic recovery in 2010 has led to strengthened end markets for consumer and enterprise telecoms value, but fixed and mobile operators continue to face operational challenges. The growing competition from cloud enterprise services, new ■ Billing systems for the telecoms operator market entrants into the consumer communications and digital content spheres, and evolution of the mobile, tablet, and PC ■ Service assurance solutions terminals are making speed to market, cost containment, and organizational flexibility more important than ever before. This ■ Service delivery platforms for the telecoms operators is happening against the requirements from the latest phase ■ Network migration solutions in the FTTH/FTTx network investment cycle and the beginning of the CAPEX cycle for LTE, creating new network deployment ■ Infrastructure management and professional optimization, CRM, and inventory and network management services ecosystem in the telecoms operator challenges. ■ ICT solutions to optimize the evolving telecoms operations map ■ Telecoms ICT strategies in North America, Europe, and Asia-Pacific regions Mobile and fixed-line network operators North America Europe APAC IT solutions to meet process Enabling the next generation of Network transformation to 4G efficiency, ARPU, customer consumer and enterprise and FTTx infrastructure acquisition, and retention goals services in the cloud Operations and infrastructure management 32 | vErtIcAL InduStry tEchnoLogy
  33. 33. 2011 rESEArch thEmES rEducIng tImE to cuStomEr And unIfIEd cuStomEr vIEW And SErvIcE nEtWork SErvIcE provISIon pErSonALIzAtIon In saturated, hyper competitive markets, new Many telecoms operators continue to wrestle with network services and the continued need to achieving a single view of the customers and as new accelerate the order-to-cash cycle, is driving continued demand digital platforms create customer touch points, such as social for streamlined customer, service, and network provisioning media and location-based services, so integrating sentiment, systems. In emerging markets, rapid customer acquisition is social graph, and location data into a holistic customer view creating comparable capacity challenges. In 2011, Ovum IT will with flexibility and scale can deliver real strategic advantage in explore the provisioning system landscape and examine best customer acquisition, retention, and cost control. In 2011, Ovum practice architectural and process strategy. will look at the state-of-the-art in master data management, network analytics, and real time service personalization, and how operators are using targeted marketing to drive customer thE nExt gEnErAtIon oSS/bSS StAck acquisition and ARPU in pre-pay and post-pay markets. As the telecoms operators adapt to an evolved network and cloud service landscape, this is creating opportunity to re-architect the technical ExpLoItIng thE cLoud SErvIcE and operational structure of the telco OSS/BSS. Ovum will opportunIty examine how the OSS/BSS proposition is changing and how As demand for enterprise and consumer cloud the leading vendors are integrating these new approaches into services accelerates, we will look at technical legacy systems. strategies for telecoms operators looking to exploit cloud service architecture practices and provision of these services to customers through existing customer sales channels. Ovum SoLutIonS for optImIzEd LtE will examine the opportunity and threats to the current OSS/ dEpLoymEnt BSS vendor landscape from the emergence of cloud services, As mobile telecoms operators enter their next and convergence with the ITO and ISV ecosystem. major CAPEX cycle, Ovum IT will examine best practice system strategy to control cost, increase the efficiency, and integrate legacy network assets for LTE network deployment. On the supply-side, Ovum will examine the solutions coming into the market to control and manage this process. vErtIcAL InduStry tEchnoLogy | 33
  34. 34. 2011 Information management As data volumes continue to rise and corporate IT infrastructures become increasingly siloed and complex, having a strong information management (IM) competency is a mandatory requirement for all organizations. ■ Data management Ovum’s Information Management research stream highlights ■ Business intelligence the importance of having a foundation of accurate, consistent, and timely data to improve operational business processes and ■ Enterprise content management drive better strategic business decisions. The key is developing a wide-embracing IM strategy that allows organizations to ■ Enterprise search and retrieval efficiently integrate, manage, analyze, access, and share all ■ Collaboration and knowledge management types of structured and unstructured business information. ■ Information governance ■ Enterprise portals Social media & portals Collaboration Information governance Unstructured data Enterprise Structured data search & Content management retrieval Business intelligence Data storage, data management 34 | It SoftWArE And SErvIcES
  35. 35. 2011 rESEArch thEmES buSInESS IntELLIgEncE EntErprISE contEnt mAnAgEmEnt Companies across all verticals are successfully The majority of enterprise information is in using BI software to leverage growing stores of unstructured or semi-structured format. Hence enterprise data in order to better understand and management of this type of content, from creation to disposition, optimize key business processes with historical and predictive is essential for operational effectiveness and compliance. insights. However, BI can be a large, complex, and expensive This theme examines the value of aligning content-centric IT endeavor – easy to get wrong, hard to get right. Fortunately, applications with business processes, both within and beyond BI is evolving to these challenges. This theme examines how the corporate firewall, with a particular focus on the digitization disruptive technologies, including cloud computing, open source, and electronic storage of paper documents, document and appliances, help to lower the traditional entry barriers by composition, and leveraging content created in collaborative changing the way enterprise BI systems are built, packaged, and working environments. deployed. dAtA mAnAgEmEnt coLLAborAtIon & knoWLEdgE Data management is a fundamental activity for any mAnAgEmEnt IT project. But it is also a complex IT discipline to The collective corporate memory of an organization master. This theme will examine the issues and benefits of an is a far more valuable resource than that of enterprise-wide approach to integrating all types of enterprise individual workers. Since most business processes and data and assess the combination of tools and processes needed decisions are rarely done in isolation, the use of collaboration to ensure data integrity (quality) and a single version of the truth. technologies can reduce cost and improve decision making It will also focus on the challenges that cloud computing brings to through coordinated activity and response across teams and bear on traditional data integration frameworks and practices. group-knowledge. This theme examines the impacts that cloud computing and mobile technologies are having on corporate collaboration strategies, with a sharp focus on Microsoft SharePoint migration and planning. bIg dAtA AnALySIS The largest data warehouses are now measured in petabytes rather than terabytes, and are EntErprISE SEArch & rEtrIEvAL growing exponentially driven by the emergence Given the exponential growth of enterprise data of unstructured data, weblog, social media, RFID, and video stores, accessing the “right” data is akin to finding a data as new sources for analysis. Many traditional IT tools needle in a haystack. Enterprise search and retrieval and architectures are struggling to keep up. Fortunately, new can help by improving the accuracy and speed of search and technologies such as cloud, non-SQL analytic databases retrieval to drive competitive advantage and reduce operational and frameworks are helping to manage the load, and allow risk. This theme will analyze the important role that search and organizations to mine these mountains of data for business retrieval technologies play in enabling business applications, such benefit. as eDiscovery, as well as monetizing content that is accessed and shared on mobile devices and media settings. It SoftWArE And SErvIcES | 35
  36. 36. 2011 Enterprise Applications While the hundreds of thousands of apps for the iPhone and Android smartphones are the center of today’s breathless hype, enterprise applications and the surrounding ecosystem are what corporations and large government organizations The Enterprise Applications research stream looks at run their businesses on. industry trends and drivers that influence enterprise business and technology strategies. Aside from general Thought to be a graveyard for innovation due to the massive IT technology trends, our coverage includes the wave of consolidation over the last half-decade, the enterprise following: applications ecosystem is actually being reshaped by disruptive technologies and aggressive new and existing players. ■ The evolving definition of “enterprise applications” in Vendors and enterprise and government IT will need to track 2011 and beyond the rapid change and innovation happening at the core and ■ How IT organizations can future-proof their strategy edges that are changing enterprise applications from a market and plans to take into account potential changes in the of discrete applications into an ecosystem that leverages web enterprise applications marketplace services, disruptive technologies, and broad partner portfolios to deliver new capabilities and business value to organizations. ■ The impact of vendor research & development strategies and mergers & acquisitions on the enterprise applications market, and on IT strategies and plans ■ How enterprise and public sector IT organizations can unlock the value of working with a mega-vendor and its ecosystem, while avoiding lock-in Geography Disruptors ERP CRM Extended Extended Public sector Industries technology services SCM etc. Issues Style of IT adoption 36 | It SoftWArE And SErvIcES