Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
These slides--based on the webinar hosted by leading IT analyst firm Enterprise Management Associates (EMA) and Digitate--provide insights into the impact of machine learning on managing workload automation.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
Hitachi Data Systems releases insights from its inaugural ‘Information Innovation Index’, a UK research report, conducted by independent UK technology market research agency, Vanson Bourne, in which 200 IT decision-makers were surveyed during April 2014 to provide insights into how current approaches to IT are thwarting companies’ ambitions to leverage data to drive innovation and business growth.
Accelerating Digital Business in a Cloud-First WorldPerficient, Inc.
According to research firm IDC, by 2018 more than 50% of enterprise IT infrastructures and software investments will be cloud based. What does that mean for you in a competitive landscape? Without a cloud foundation to drive digital transformation, your ability to compete will be crippled.
Guest speaker Gard Little, an IDC analyst, and Joel Thimsen, a director of cloud and DevOps at Perficient, launched our new Cloud First, Business-Driven webinar series, designed for line of business and IT leaders, exploring how to bring corporate strategies to life with the cloud.
Our cloud experts highlighted key findings of IDC research and shared Cloud First strategies for:
-Adopting a digital business mindset and customer-centric mantra
-Achieving business optimization and intelligence goals
-Overcoming organizational velocity challenges
-Accelerating new strategies and innovation
-Creating value and increasing profitability
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
These slides--based on the webinar hosted by leading IT analyst firm Enterprise Management Associates (EMA) and Digitate--provide insights into the impact of machine learning on managing workload automation.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
Hitachi Data Systems releases insights from its inaugural ‘Information Innovation Index’, a UK research report, conducted by independent UK technology market research agency, Vanson Bourne, in which 200 IT decision-makers were surveyed during April 2014 to provide insights into how current approaches to IT are thwarting companies’ ambitions to leverage data to drive innovation and business growth.
Accelerating Digital Business in a Cloud-First WorldPerficient, Inc.
According to research firm IDC, by 2018 more than 50% of enterprise IT infrastructures and software investments will be cloud based. What does that mean for you in a competitive landscape? Without a cloud foundation to drive digital transformation, your ability to compete will be crippled.
Guest speaker Gard Little, an IDC analyst, and Joel Thimsen, a director of cloud and DevOps at Perficient, launched our new Cloud First, Business-Driven webinar series, designed for line of business and IT leaders, exploring how to bring corporate strategies to life with the cloud.
Our cloud experts highlighted key findings of IDC research and shared Cloud First strategies for:
-Adopting a digital business mindset and customer-centric mantra
-Achieving business optimization and intelligence goals
-Overcoming organizational velocity challenges
-Accelerating new strategies and innovation
-Creating value and increasing profitability
The world around us is changing. Data is embedded in everything, and users from all lines of business want to leverage this data to influence decisions. The trick is to create a culture for pervasive analytics and empower the business to use data everywhere.
The core enabling technology to make this happen is Apache Hadoop. By leveraging Hadoop, organizations of all sizes and across all industries are making business models more predictable, and creating significant competitive advantages using big data.
Join Cloudera and Forrester to learn:
- What we mean by pervasive analytics, how it impacts your organization, and how to get started
- How leading organizations are using pervasive analytics for competitive advantage
- How Cloudera’s extensive partner ecosystem complements your strategy, helping deliver results faster
Intel, Cloudera and guest speaker Forrester Research, Inc. discuss the strategy of pervasive analytics and real life examples of how analytics have already been embedded into applications and workflows.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
EMA’s research report, “Network Performance Management Strategies for the Digital Enterprise,” offers IT professionals a guide toward understanding NPM technology. EMA surveyed 250 IT professionals and conducted a half-dozen phone interviews to identify best practices and successful strategies for NPM solutions.
Check out these slides--based on the webinar featuring EMA Research Director Shamus McGillicuddy --to get some of the results of this research.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
Leading IT analyst firm Enterprise Management Associates (EMA) conducted global research with 400 executives and ITSM shareholders to provide actionable understanding of the appetite, adoption, maturity, and near-term plans for these technologies and their transformational impact on ITSM.
These slides based on the webinar provide highlights from this new research!
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
Is Your Company Ready to enter the "Cloud"?
Learn about Cloud Computing, Cloud Adoption Facts and Figures, Future Technology Trends, and Cloud TCO and Business Goals and Objectives that are Driving Investments for Cloud Initiatives.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
The Roadmap to Becoming a Top Performing Organization in Managing IT OperationsDigital Enterprise Journal
Research study - the key findings of Digital Enterprise Journal's research study based on insights from more than 800 organizations.
Author: Bojan Simic, President and Chief Analyst, Digital Enterprise Journal
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
The world around us is changing. Data is embedded in everything, and users from all lines of business want to leverage this data to influence decisions. The trick is to create a culture for pervasive analytics and empower the business to use data everywhere.
The core enabling technology to make this happen is Apache Hadoop. By leveraging Hadoop, organizations of all sizes and across all industries are making business models more predictable, and creating significant competitive advantages using big data.
Join Cloudera and Forrester to learn:
- What we mean by pervasive analytics, how it impacts your organization, and how to get started
- How leading organizations are using pervasive analytics for competitive advantage
- How Cloudera’s extensive partner ecosystem complements your strategy, helping deliver results faster
Intel, Cloudera and guest speaker Forrester Research, Inc. discuss the strategy of pervasive analytics and real life examples of how analytics have already been embedded into applications and workflows.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
EMA’s research report, “Network Performance Management Strategies for the Digital Enterprise,” offers IT professionals a guide toward understanding NPM technology. EMA surveyed 250 IT professionals and conducted a half-dozen phone interviews to identify best practices and successful strategies for NPM solutions.
Check out these slides--based on the webinar featuring EMA Research Director Shamus McGillicuddy --to get some of the results of this research.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
Leading IT analyst firm Enterprise Management Associates (EMA) conducted global research with 400 executives and ITSM shareholders to provide actionable understanding of the appetite, adoption, maturity, and near-term plans for these technologies and their transformational impact on ITSM.
These slides based on the webinar provide highlights from this new research!
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
Is Your Company Ready to enter the "Cloud"?
Learn about Cloud Computing, Cloud Adoption Facts and Figures, Future Technology Trends, and Cloud TCO and Business Goals and Objectives that are Driving Investments for Cloud Initiatives.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
The Roadmap to Becoming a Top Performing Organization in Managing IT OperationsDigital Enterprise Journal
Research study - the key findings of Digital Enterprise Journal's research study based on insights from more than 800 organizations.
Author: Bojan Simic, President and Chief Analyst, Digital Enterprise Journal
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
Visionary IT - Perspectives on the Modern IT OrganizationAlastair Davies
Produced by the Management Events' Surveys team, this report is based on responses from more than 1,100 enterprise IT decision makers across Europe and SEA.
Find our full calendar of invitational IT-focused events here: bit.ly/ITz9by
Based on global research from leading IT research firm EMA, these slides—based on the webinar—provide a uniquely comprehensive look at IT automation technologies in terms of what is deployed, what is most valuable, and what is lacking in today’s solutions.
How Intelligent Operations Enables Proactive Data Center ManagementITOutcomes
CIOs often live and die by the data center’s performance and availability numbers.
Nine out of 10 respondents to a 2014 survey of data center professionals showed that service availability is highly critical to their performance.
But at the same time, 41 percent of organizations missed their service availability goals for mission-critical systems in 2013. Not surprisingly, organizations with higher service availability goals were significantly less successful in meeting their goal.
But here’s a new way of thinking about improving data center metrics: IT departments should no longer be concerned with improving system performance and reducing downtime for its own sake. Rather, consider these as metrics for enabling IT to deliver more of what the business needs, when it needs it.
In other words, it’s time to transform infrastructure and application measurements from tactical to strategic metrics.
Modernizing IT Operations for Digital EconomyBojan Simic
Research study based on insights from more than 900 organizations. Includes analysis of 14 key areas for making IT Operations effective in Digital Economy.
Research study based on insights from more than 900 organizations. Includes analysis of 14 key areas for making IT Operations effective in Digital Economy
Data Trends for 2019: Extracting Value from DataPrecisely
To get the most business value from data, you need to keep up with the latest tech trends – or do you?
View this webinar on-demand as we share the results from our 2019 Data Trends Survey! We'll reveal what organizations around the world are really up to at the intersection of technology, big data and business.
Key topics include:
• Business initiatives getting the most IT support in 2019
• Highest-priority IT initiatives
• Tech adoption rates, benefits and challenges
The study was conducted by Avaus Marketing Innovations, a leading data-driven marketing agency, together with ISS, a leading marketing research company. We asked Swedish and Finnish CMO’s, CTO’s and COO’s to assess the state of data and analytics in their companies, in four major areas:
1. Strategy and business objectives
2. Investments
3. People, processes and leadership
4. Tools and technologies
Download the full study for free here: https://www.avaus.fi/en/state-of-analytics/
IT operations, as well as IT in general, are often fragmented in the face of cloud, agile, and mobile, along with other pressures to adapt and perform as a true business. As a result, in most organizations, digital transformation remains more of a promise than a reality. Fortunately, there are signs of progress.
These slides--based on the webinar hosted by leading IT analyst firm Enterprise Management Associates (EMA) and StreamWeaver --provide insights on:
- Why digital transformation depends on IT transformation
- The growth of advanced IT analytics
- The need for well-integrated data from across a wide variety of sources
- The benefits when data and analytics do come together
- Real-world examples taken from EMA research and StreamWeaver customers
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
Digital Innovation, IT and the Art of InfluenceAbbie Lundberg
A presentation based on research I conducted for Harvard Business Review Analytic Services, delivered at the St. Louis Gateway to Innovation conference.
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
Similar to Accelerating IT Transformation with Data & Analytic s (20)
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
2. Info-Tech Research Group 2Info-Tech Research Group 2
A Story….
Billy’s Key Metric
On Base
Percentage
3. Info-Tech Research Group 3Info-Tech Research Group 3
IT’s Key Metric: Return on Business Satisfaction
Value Driven Improvement
Innovator - Transforms the Business
Reliable Technology Innovation
90-100%
Satisfaction
Business Partner - Expands the Business
Effective Execution on Business Projects, Strategic
Use of Analytics and Customer Technology
80-90%
Satisfaction
Trusted Operator - Optimizes the Business
Effective Fulfillment of Work Orders, Functional
Business Applications and Reliable Data Quality
70-80%
Satisfaction
Firefighter - Supports the Business
Reliable Infrastructure and IT Service Desk
60-70%
Satisfaction
Unstable - Struggles to Support
Inability to Provide Reliable Business Services
<60%
Satisfaction
4. Info-Tech Research Group 4Info-Tech Research Group 4
Lets explore 3 of our Programs & How it affects Your decision making
Focus Area Audience N Count
CIO Business
Vision
Stakeholder
Satisfaction
• Business Leaders/
Business Divisions
Management &
Governance
IT Team
Capability &
Effectiveness
• IT Team Leaders &
Practitioners
2,500+ IT Staff
Members
29,000+ Business
Leaders
CEO/ CIO
Alignment
IT/ Business
Alignment
• 2 Survey’s - CEO/ CIO 250+ CEOs
6. Info-Tech Research Group 6Info-Tech Research Group 6
How Effective is the Process You Use to Measure and Manage
Business Stakeholder Satisfaction?
Our process is fairly ad hoc. Typically we use conversations
in the hallway or ad hoc meetings” – CIO
“Understanding the business’s needs is important to us like
breathing, but it isn’t something we really have a lot of
processes around” – CIO
“We don’t really have much in place” – CIO
7. Info-Tech Research Group 7Info-Tech Research Group 7
The Overwhelming Majority Of IT Departments
Do Not Achieve More Than 80% Satisfaction from the Business
0%
2%
4%
6%
8%
10%
12%
14%
3.75 4 4.25 4.5 4.75 5 5.25 5.5 5.75 6 6.25 6.5 6.75 7 7.25 7.5 7.75 8 8.25 8.5 8.75 9 9.25 9.5 9.75 10
73% of firms have an Overall
Satisfaction score between
6.0 and 8.0
Just 16% of firms
score above 8.0 in
Overall Satisfaction
11% of firms score
lower than 6.0 in
Overall Satisfaction
Average Score: 7.4
8. Info-Tech Research Group 8Info-Tech Research Group 8
Wide Ranges in IT Performance
Relationships Satisfaction
71%
71%
70%
Needs
Execution
Communication
Satisfaction
74%
Net IT Support Score: Satisfaction Percentage
+30%
Net IT Support Score: Value Percentage
-2%
Value
72%
Service*
Business
Importance
Satisfaction Range
Network Infrastructure 1 75% 45% - 91%
Service Desk 2 79% 48% - 95%
Devices 5 75% 56% - 92%
Work Orders 8 75% 45% - 93%
Business Applications 3 72% 41% - 90%
Data Reliability 4 72% 47% - 89%
IT Policies 11 71% 43% - 91%
Projects 10 71% 40% - 91%
Requirements Gathering 12 69% 43% - 94%
Analytical Capability 6 67% 42% - 86%
Customer Facing
Technology
7 66% 47% - 83%
Innovation Leadership 9 66% 39% - 93%
9. Info-Tech Research Group 9Info-Tech Research Group 9
More Mature IT Departments Have Drastically
Higher Satisfaction Levels
Date Driven
Insight:
Progression up
Info-Tech’s
operating model
tower means
improvement
across every core
service. However,
largest differences
are observed in
work orders
fulfillment, project
satisfaction, and
innovation
leadership.
Most IT departments
score very similarly in
Device Satisfaction.
Service Desk is a
high-scoring core
service at all levels.
Significant variance in
Innovation Capability
and Project Satisfaction
10. Info-Tech Research Group 10Info-Tech Research Group 10
IT Departments in Large Organizations achieve Lower Satisfaction,
likely due to Higher Stakeholder Expectations
79%
69%
77%
71%
78%
70%
78%
73%73%
66%
73%
68%
60%
64%
68%
72%
76%
80%
Devices Innovation Leadership Work Orders IT Projects
CoreServiceSatisfaction
Date Driven
Insight
Large organizations are the least satisfied due to the
heightened expectations at large firms and the complexity
of managing large-scale IT environments.
11. Info-Tech Research Group 11Info-Tech Research Group 11
Business Leaders Misjudge Which Services
Really Matter to Them
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Client-Facing Technology
Work Orders
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Projects
Work Orders
Innovation Leadership
Business Applications
Requirements Gathering
Service Desk
Client-Facing Technology
Network Infrastructure
Analytical Capability
Data Quality
IT Policies
Devices
Data Driven Insight:
Rethink your priorities; invest
in services with the highest
return on IT satisfaction.
Projects, work orders, and
innovation leadership drive IT
satisfaction.
Ensure projects deliver value, remain on
budget, and finish on time.
Data needs to be good, but truly
spectacular data may go unnoticed.
Investing in state-of-the-art devices won’t
significantly bolster satisfaction.
11
10
12
1
2
4
5
8
9
7
6
3
11
10
12
1
2
4
5
8
9
7
6
3
Info-Tech Business Vision Survey
N = 21,367
Achieve fast turnaround on work requests.
Reported Importance Actual Importance*
Overrated Services Underrated Services
12. Info-Tech Research Group 12Info-Tech Research Group 12
Provide the Right Level of Core Service….
but Focus on the Services that Drive Business Satisfaction
OverallITSatisfaction
Satisfaction in Core IT Services
10
9
8
7
6
5
4
4 5 6 7 8 9 10
Projects
Work Orders
Innovation Leadership
Business Applications Requirements Gathering
Service Desk
Client Facing Technology
Network Infrastructure
Analytical Capability
Data Quality
Devices
IT Policies
Establishing IT Value
IT Value Threshold
*Created Based on
Correlation Coefficients
13. Info-Tech Research Group 13Info-Tech Research Group 13
Business Leaders below the Executive Level Undervalue IT
Innovation, Data Quality, and Customer-facing Technology
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Work Orders
Client-Facing
Technology
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Network Infrastructure
Data Quality
Business Applications
Service Desk
Analytical Capability
Client-Facing Technology
Innovation Leadership
Devices
Projects
Work Orders
IT Policies
Requirements Gathering
Management Level Executive Level
Date Driven
Insight
There is a much larger disconnect between Executives and Manager than
between Managers and their Direct Reports, particularly with regards to Work
Orders and Devices.
14. Info-Tech Research Group 14Info-Tech Research Group 14
Identifying and Serving the Needs of Shadow IT Factions Can Bolster
Overall IT Satisfaction
Those among the
“Shadow IT Factions”
are 13% less satisfied
with Project Execution
and Availability than
those among the
Complying Majority.
“Lost-Cause Outliers”
are no more dissatisfied
with IT than their
Shadow IT Faction
counterparts; their more
blatant disregard for IT
policy is not explained
statistically.
Data Driven Insight:
Target the needs of shadow IT factions. The majority of shadow IT is driven by a subset of dissatisfied
individuals with similar complaints. Ask what IT needs to do to meet their needs, and mobilize to enable them.
15. Info-Tech Research Group 15Info-Tech Research Group 15
Building Relationships with Business Stakeholders is a
Key Driver Of Overall Satisfaction and Perceived Value
OverallITSatisfaction
Perceived Value of IT
Firefighters Operators Innovators
Relationships are 24% stronger
among Innovators than Operators.
Operators score a 71% average
in relationship satisfaction.
Relationships are 22% weaker
among Firefighters than Operators.
Info-Tech Business Vision Survey
N = 21,367
Data Driven Insight:
Invest in building
relationships with your
stakeholders.
Stronger relationships will
drive improved satisfaction
across all IT services.
17. Info-Tech Research Group 17Info-Tech Research Group 17
CEOs And CIOs Rarely See Eye To Eye
of CIOs/CEOs are not aligned on IT’s
current performance49%
67%
are somewhat misaligned
of CIOs/CEOs are unclear on
the target role for IT
33%
34% are highly misaligned
18. Info-Tech Research Group 18Info-Tech Research Group 18
Many CIOs Overestimate the Size of their Next IT Budget
Increase
16–30%
Increase
> 30%
Increase
6–15%
Increase
1–5%
Decrease
1–5%
Increase
16–30%
Increase
6–15%
Increase
1–5%
Decrease
1–5%
Decrease
6–15%
CIO Expectation CEO Expectation
CIOs Accurately
Estimated
CIOs
Overestimated
CIOs
Underestimated
43% of CIOs
overestimate the
size of their next
budget.
23% of CIOs are too
conservative and
underestimate their
future IT budget
19. Info-Tech Research Group 19Info-Tech Research Group 19
CIOs frequently have a stronger appetite for Transformational IT than
their CEOs
66% of CEOs don’t
want IT to transform
the business.
38% of CIOs aim
higher than their CEO
wants them to.
We asked CIOs and CEOs to “describe the role of IT in your organization in the future.”
17%
34%57%
26%
19%
42%
5%
% of CIO Respondents % of CEO Respondents
Date Driven Insight:
Come to consensus on what your CEO expects from you. Operating under the false expectation that IT should
strive for innovation can result in wasted resources and unwanted spending.
20. Info-Tech Research Group 20Info-Tech Research Group 20
When does your CEO want involvement?
Frequency IT Strategy IT Budgeting
IT Project
Funding
Major IT
Project Review
IT Quality
Management
Vendor
Management
IT Risk
Assessment
Annually 29.2% 55.8% 34.2% 9.2% 28.3% 25.8% 51.7%
Semi-annually 31.7% 20.0% 25.0% 23.3% 30.0% 14.2% 20.0%
Quarterly or
more
frequently
37.5% 22.5% 32.5% 64.2% 29.2% 7.5% 21.7%
Less than
annually
1.7% 0.8% 2.5% 2.5% 7.5% 21.7% 5.8%
Never 0.0% 0.8% 5.8% 0.8% 5.0% 30.8% 0.8%
CEOs want to be frequently
involved in IT project planning.
Failure to involve
your CEO in IT
budgeting is risky.
Your CEO may not
want to be involved in
vendor management.
21. Info-Tech Research Group 21Info-Tech Research Group 21
CEOs And CIOs Are Aligned On What IT Issues Impede Innovation…
0
1
2
3
4
5
6
7
Legacy Systems
Overhaul
Poor
Communication
IT Staff
Resistance
Business
Understanding
(IT Leadership)
IT Leadership
Resistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following IT issues?”
ITBarrierSignificance
Largest
barrier
Data Driven
Insight:
CEOs and CIOs
generally agree on IT
barriers. There is very
high alignment
between CEO and CIO
barrier significance
averages.
Data Driven
Insight:
CEOs do not perceive
IT leaders as
resistant. IT leaders
have demonstrated
willingness to improve
and deliver value.
Smallest
barrier
22. Info-Tech Research Group 22Info-Tech Research Group 22
CEOs/ CIOs are Highly Misaligned On What Business Barriers Impede
Innovation
0
1
2
3
4
5
6
7
Lack of
Direction from
Business
Inadequate IT
Funding
Poor Project
Execution
Employee
Resistance
Business
Leadership
Resistance
CIO CEO
We asked: “How significant of a barrier to IT-enabled Innovation are the following business issues?”
BusinessBarrierSignificance
Data Driven
Insight:
CIOs are much more
critical of the
business than CEOs.
There is little value in
pointing the finger. IT
must become proactive
in overcoming business
barriers.
• Seek out direction
from business
leaders.
• Help manage critical
projects.
• make a strong case
for funding.
23. Info-Tech Research Group 23Info-Tech Research Group 23
CEO’s are focused on Delivering Benefits to Align with Business
Needs
45%
30%
25%
Resource Optimization
Benefits Delivery
Risk Mitigation
“Which business
objectives should
IT be able to
support best?”
Historically, IT
departments have
been mandated to
optimize resources
and mitigate risks.
Today, IT success
means delivering
benefits by
generating revenue
and creating value
for stakeholders.
24. Info-Tech Research Group 24Info-Tech Research Group 24
What IT Metrics do CEO’s want???
Business Value
Metrics
Stakeholder
Satisfaction
Reporting
Technology
Performance &
Operating
Metrics
Risk Metrics Cost & Salary
Metrics
37%
25% 22% 25% 20%
35%
45%
45% 38%
42%
Some
improvement
necessary
Significant
improvement
required
CEOs consistently demand better
metrics around business value and
Satisfaction reporting.
CIOs must prioritize measuring these.
Cost, Salary, and Risk-related
metrics are typically more well-
regarded by the CEO.
25. Info-Tech Research Group 25Info-Tech Research Group 25
The Importance of Knowing your Stakeholders
Info-Tech’s Perspective:
The most important thing an IT leader can do is understand business
needs and actively measure that business stakeholders are satisfied
If you don’t have a clear understanding of the needs of your
stakeholders, you are flying blind
of C-Suite Executives believe IT
needs to improve how they
measure business satisfaction
74%
29. Info-Tech Research Group 29Info-Tech Research Group 29
Why? Process Enable the Business –
We Have to Be Good at All of Them…. right
30. Info-Tech Research Group 30Info-Tech Research Group 30
Align the Process that Enable the Greatest Business Satisfaction
Improvement
Network Infrastructure
Service Desk
Business Applications
Data Quality
Devices
Analytical Capability
Client-Facing Technology
Work Orders
Innovation Leadership
Projects
IT Policies
Requirements Gathering
Projects
Work Orders
Innovation Leadership
Business Applications
Requirements Gathering
Service Desk
Client-Facing Technology
Network Infrastructure
Analytical Capability
Data Quality
IT Policies
Devices
Data Driven Insight:
Rethink your priorities; invest
in services with the highest
return on IT satisfaction.
Projects, work orders, and
innovation leadership drive IT
satisfaction.
Ensure projects deliver value, remain on
budget, and finish on time.
Data needs to be good, but truly
spectacular data may go unnoticed.
Investing in state-of-the-art devices won’t
significantly bolster satisfaction.
11
10
12
1
2
4
5
8
9
7
6
3
11
10
12
1
2
4
5
8
9
7
6
3
Info-Tech Business Vision Survey
N = 21,367
Achieve fast turnaround on work requests.
Reported Importance Actual Importance*
Overrated Services Underrated Services
31. Info-Tech Research Group 31Info-Tech Research Group 31
Where do we see the need for Most Improvement?
STRATEGY &
GOVERNANCE
APPS DATA & BI
IT Governance
Application Portfolio
Management
Business Intelligence
& Reporting
Effectiveness = 5.7
Importance = 8.3
Effectiveness = 5.4
Importance = 8
Effectiveness = 5.4
Importance = 8.1
IT Strategy
IT Management &
Policies
Security Strategy
Enterprise Application
Selection &
Implementation
Data Architecture
Effectiveness = 6
Importance = 8.5
Effectiveness = 6
Importance = 8.3
PEOPLE & RESOURCES SECURITY & RISK Effectiveness = 6.3
Importance = 8.7
Effectiveness = 6.1
Importance = 8.3
Effectiveness = 5.6
Importance = 8.2
Performance
Measurement
Innovation
Human Resources
Management
Security Management
Business Process
Controls & Internal
Audit
Application
Development
Throughput
Data Quality
Effectiveness = 5.1
Importance = 7.8
Effectiveness = 5.7
Importance = 7.9
Effectiveness = 6.1
Importance = 8.3
Effectiveness = 6.5
Importance = 8.9
Effectiveness = 5.4
Importance = 7.9
Effectiveness = 5.4
Importance = 7.4
Effectiveness = 5.5
Importance = 8.5
Business Value Stakeholder Relations
IT Organizational
Design
Enterprise
Architecture
Availability & Capacity
Management
Change Management Risk Management External Compliance
Application
Development Quality
Portfolio Management
Effectiveness = 6.2
Importance = 8.4
Effectiveness = 6.2
Importance = 8.7
Effectiveness = 6.3
Importance = 8.3
Effectiveness = 5.7
Importance = 8.2
Effectiveness = 6.2
Importance = 8.4
Effectiveness = 6.1
Importance = 8.5
Effectiveness = 5.9
Importance = 8.3
Effectiveness = 6.4
Importance = 8.3
Effectiveness = 5.6
Importance = 7.7
Effectiveness = 5.4
Importance = 8.1
Cost & Budget
Management
Knowledge
Management
Leadership, Culture &
Values
Service Management Asset Management
Configuration
Management
Release Management Business Continuity
Application
Maintenance
Project Management
Effectiveness = 6.7
Importance = 8.4
Effectiveness = 5.8
Importance = 8.4
Effectiveness = 6.5
Importance = 8.5
Effectiveness = 6.1
Importance = 8.4
Effectiveness = 6
Importance = 7.9
Effectiveness = 5.5
Importance = 7.8
Effectiveness = 5.7
Importance = 8.1
Effectiveness = 6.1
Importance = 8.7
Effectiveness = 6
Importance = 8
Effectiveness = 6
Importance = 8.5
Vendor Management Cost Optimization
Manage Service
Catalog
Quality Management
Operations
Management
Service Desk
Incident & Problem
Management
Disaster Recovery
Planning
Organizational
Change Management
Requirements
Gathering
Effectiveness = 6.4
Importance = 8
Effectiveness = 6.2
Importance = 8.4
Effectiveness = 4.3
Importance = 7.3
Effectiveness = 5.6
Importance = 8.2
Effectiveness = 6.4
Importance = 8.4
Effectiveness = 7
Importance = 8.8
Effectiveness = 6.5
Importance = 8.7
Effectiveness = 6.1
Importance = 8.8
Effectiveness = 5.4
Importance = 8.3
Effectiveness = 5.9
Importance = 8.5
FINANCIAL MANAGEMENT PPM & PROJECTS
Above Average Importance and
Above Average Effectiveness
Below Average Importance and
Above Average Effectiveness
Above Average Importance and
Below Average Effectiveness
Below Average Importance and
Below Average Effectiveness
*Average is based on the overall average
Legend
INFRASTRUCTURE & OPERATIONS
SERVICE PLANNING & ARCHITECTURE
IT Management & Governance Framework
Benchmarking Results for the Management &
Governance Diagnostic
32. Info-Tech Research Group 32Info-Tech Research Group 32
Too many people think they own the same processes, or Too Many
Processes
33. Info-Tech Research Group 33Info-Tech Research Group 33
Innovators & Firefighters Agree on Which Processes are Most
Important: Security, Risk, and Basic Operations
IT Process
Average
Importance Score
1 Service Desk 89%
2 Security Management 89%
3 DRP 88%
4 Security Strategy 88%
5 Incident & Problem Management 88%
6 Stakeholder Relations 87%
7 Business Continuity 87%
8 IT Strategy 87%
9 Leadership, Culture, and Values 86%
10 Requirements Gathering 86%
34. Info-Tech Research Group 34Info-Tech Research Group 34
Innovators are Significantly More Effective at 7 Key Processes
IT Process
Effectiveness
Surplus*
1 Innovation 9.7%
2 Project Management 9.2%
3 Stakeholder Relations 9.1%
4 Availability & Capacity Management 9.0%
5 Change Management 9.0%
6 Vendor Management 8.9%
7 IT Management & Policies 8.8%
*Gap Between Innovator and Firefighter Effectiveness
35. Info-Tech Research Group 35Info-Tech Research Group 35
There are key Projects/Capabilities that drive maturity
36. Info-Tech Research Group 36Info-Tech Research Group 36
When Performance is Measured it Can be Improved, Dramatically
22%
25%
31%
13%
9%
0% 10% 20% 30% 40%
<1%
1-4%
5-9%
10-19%
20%+
% of Organizations
SatisfactionImprovement
Improvement after 1 Year
Largest Gain: 24% in One Year
53% of Orgs improved by > 5%
Least Improvement Achieved: - 3%
(From 92% to 89% - who are we to judge!)
37. Info-Tech Research Group 37Info-Tech Research Group 37
A few Last Thoughts
• Challenge yourself and your team on how to Change
the conversation from “cost” to “value”
• Leverage tools, standards, and Data to accelerate
decision making
• You can’t do it alone – understand your team and their
capabilities – bring them to the level you need
• Be relentless – dedication, discipline and drive are
more important to success than anything you can buy