The Cloud has become a set of real practical solutions for organizations today.
From 460 interviews with businesses and IT executives, we explored what the situation is with the users of the Cloud. We outline five key findings and provide recommendations to CIOs to create a successful roadmap to cloud adoption.
Discute as facilidades que uma ferramenta como portal corporativo pode oferecer a uma organização, apresenta os critérios de avaliação, infra-estrutura de tecnologia de informação, e o posicionamento, visão e impacto do portal na corporação.
www.terraforum.com.br
Discute as facilidades que uma ferramenta como portal corporativo pode oferecer a uma organização, apresenta os critérios de avaliação, infra-estrutura de tecnologia de informação, e o posicionamento, visão e impacto do portal na corporação.
www.terraforum.com.br
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Customer Name: iSpot
Industry: Business Advisory
Location: Scotland Head Office
Number of Employees: 6
Challenge
• Transform business model for proven strategic business software tool
• Enable direct, hands-on facilitation without travel or physical meetings
• Bring in multiple participants from any location, using any connected device
Solution
• Cisco WebEx collaborative platform enables powerful pre-sales demos
• WebEx online desktop-sharing via multiple devices with live audio and video
• Easy access to conference recordings for quick linkage to mind-maps
Results
• WebEx reach and scalability support global business model
• Average travel-related cost avoidance for meeting of ten people is £65,000 a day
• 100 percent sales conversion success rate from Cisco WebEx sales presentations
Building Blocks: Business Architecture, Best's Review, June 2010Gates Ouimette
#Businessarchitecture helps #carriers close the “#integration gap” between IT and the business.
Capturing your business architecture today will provide better #transparency into #operational and #technology investments.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Webinar presentation--A Framework for Enterprise Adoption of Virtual Worlds--by Rob Edmonds of Virtual Worlds @ Work, a research initiative of SRI Consulting Business Intelligence (a spin out from SRI International, formerly Stanford Research Institute) in Menlo Park, in Silicon Valley
Most CEOs (63% to be exact) will change business
models in the next three years (Gartner). Organizations
must be agile. They must quickly adapt to change or
risk disruption. Speed is everything in this age of digital
transformation. Your organization’s ability to survive
depends on it.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
Cloud computing has come of age. Though it started out as an idea, cloud computing has now outgrown its initial premise. Infrastructure scalability, virtualization-led savings, faster development cycles, and private cloud-driven efficiency are only a part of what the cloud can offer to enterprises, and there is the promise of more to come.
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Customer Name: iSpot
Industry: Business Advisory
Location: Scotland Head Office
Number of Employees: 6
Challenge
• Transform business model for proven strategic business software tool
• Enable direct, hands-on facilitation without travel or physical meetings
• Bring in multiple participants from any location, using any connected device
Solution
• Cisco WebEx collaborative platform enables powerful pre-sales demos
• WebEx online desktop-sharing via multiple devices with live audio and video
• Easy access to conference recordings for quick linkage to mind-maps
Results
• WebEx reach and scalability support global business model
• Average travel-related cost avoidance for meeting of ten people is £65,000 a day
• 100 percent sales conversion success rate from Cisco WebEx sales presentations
Building Blocks: Business Architecture, Best's Review, June 2010Gates Ouimette
#Businessarchitecture helps #carriers close the “#integration gap” between IT and the business.
Capturing your business architecture today will provide better #transparency into #operational and #technology investments.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Webinar presentation--A Framework for Enterprise Adoption of Virtual Worlds--by Rob Edmonds of Virtual Worlds @ Work, a research initiative of SRI Consulting Business Intelligence (a spin out from SRI International, formerly Stanford Research Institute) in Menlo Park, in Silicon Valley
Most CEOs (63% to be exact) will change business
models in the next three years (Gartner). Organizations
must be agile. They must quickly adapt to change or
risk disruption. Speed is everything in this age of digital
transformation. Your organization’s ability to survive
depends on it.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
Cloud computing has come of age. Though it started out as an idea, cloud computing has now outgrown its initial premise. Infrastructure scalability, virtualization-led savings, faster development cycles, and private cloud-driven efficiency are only a part of what the cloud can offer to enterprises, and there is the promise of more to come.
Dieser Leitfaden gibt Ihnen Antworten auf häufig gestellte Fragen von CFOs zu Cloud-Investitionen, unabhängig davon, ob die Finanzfunktion oder andere Funktionen im Unternehmen potenzielle Nutzer sind. Er vermittelt Ihnen ein besseres Verständnis für die Chancen und Herausforderungen der Cloud und unterstützt Sie dabei, effektivere Cloud-Entscheidungen zu treffen. Zusätzlich verschafft er Ihnen damit in Bezug auf Innovation, Agilität und Kosten einen Vorsprung gegenüber Ihren Mitbewerbern. Mehr dazu hier: https://deloi.tt/2DurIPS
Although cloud is widely recognized as a technology
game changer, its potential for driving business innovation remains virtually untapped.
Indeed, cloud has the power to fundamentally shift competitive landscapes by providing a
new platform for creating and delivering business value. To take advantage of cloud’s
potential to transform internal operations, customer relationships and industry value
chains, organizations need to determine how best to employ cloud-enabled business
models that promote sustainable competitive advantage.
All organizations are now looking to the cloud as a possible model for enterprise IT delivery. Zero -capex, pay-per-use and radical scalability become the incentives. But there are risks too, with communication and data security, enterprise standards, compliance and service consistency all causes for concern.
This condensed document summarizes Getronics thinking and position on enterprise cloud adoption.
Today’s economic situation continues to favor the Cloud, driven by businesses reshaping themselves in the wake of recent global economic challenges. The Cloud in all of its forms – including SaaS, PaaS, IaaS and Cloud Services – will drive increasing business and IT activity, resulting in hybrid architectures to manage, and a new Cloud IT mission. However, equally important is how the Cloud is helping to transform business and drive revenue opportunities for traditional businesses, not just Cloud providers. This presentation will highlight the key trends driving the adoption of Cloud IT and Cloud Business strategies, as well as some Best Practice insights from early-adopters concerning how best to profit from new Cloud investments, while avoiding pitfalls.
ThoughtWorks Head of Technology Scott Shaw and Principal Technologist Tiago Griffo discuss how successful cloud adoption is about going beyond the technology; it's about the organisational, operational and technical changes that are required for businesses to unlock the true value of cloud.
Cloud ROI and Implementation - A TechBlocks Solutions GuideTechBlocks
Realize your business potential in the cloud. This guide includes:
- How to improve business productivity in the cloud
- How to measure cloud ROI
- A step-by-step process for building your roadmap for success
1. Putting together a qualified team
2. Creating a written business case and strategy
3. Picking the right deployment and service model
4. Creating governance rules
5. Overcoming compliance and security issues
6. Integrating, validating and managing the cloud
7. Moving forward into the cloud - long term management
The Cloud! Oh how we love this IT catchword!
Yet many IT professionals still find themselves wondering what exactly it can do for their unique enterprise. Sure it offers agility, flexibility and cost savings, but how about seeing it in action in today’s businesses?
In this exclusive resource, check out real-world, surprising cloud computing observations on the following topics:
How IT departments are actively employing these services
The reactions to both public and private cloud initiatives
What the cloud means for future IT decisions
And more
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
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.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
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/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
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3. Cloud the way we see it
“
Now, we are starting
to see the business
(rather than purely
IT) engaged and
sometimes even
driving the decision-
making process,
considering the
Cloud for specific
requirements and
adopting a pragmatic
Introduction
approach to the The Cloud has come a long way in
a few short years. As a long-time
Our robust survey has been carried
out for us by independent research
realities of Cloud.” proponent of the advantages of Cloud company Coleman Parkes Research.
adoption, Capgemini has been aware Our findings are based on data
that attitudes about the Cloud have from 460 detailed interviews with
been shifting by degrees — within executives at a variety of enterprises
the IT industry of course, but more (most with over 10,000 employees)
interestingly with our clients. from key sectors and from selected
geographic regions. IT executives
Not so long ago, businesses waited and line-of-business decision-makers
for someone — generally in IT — to were represented about equally in our
make a one-off, “should we or shouldn’t sample to give a balanced view.
we?” decision about whether to take
the Cloud route. Now, we are starting We hope you find these new insights
to see the business (rather than purely into Cloud adoption trends interesting
IT) engaged in and sometimes even and a useful benchmark for your own
driving the decision-making process, business.
considering the Cloud for specific
requirements and adopting a pragmatic Paul Nannetti
approach to the realities of Cloud. Group Sales and Portfolio Director
paul.nannetti@capgemini.com
With this strong conviction that
perspectives were changing more Ron Tolido
rapidly than ever, we wanted to validate Chief Technology Officer
our observations and provide fresh Continental Europe
insights on the areas that really matter ron.tolido@capgemini.com
to the business.
3
4. 4 Business Cloud: The State of Play Shifts Rapidly
5. Cloud the way we see it
Executive Summary
The Cloud has been portrayed as the next big IT trend: • Firms are increasingly taking a careful, step-by-step
A “pay-as-you-go” environment – a way of extending or progression to Cloud maturity, rather than making an all-
replacing IT capacity without the capital investment in, for or-nothing decision – and potentially getting delayed by
example, infrastructure or larger operational teams. unavoidable obstacles. Looking at the Cloud adoption
roadmap, over 80% of respondents rated themselves as
Over the last few years, the Cloud appears to have evolved “maturing” or “close to maturity.”
from a rather nebulous concept to a set of highly practical
solutions for today’s complex IT landscape with ever-growing • New applications and business initiatives are hitting the
requirements on the IT department from the business. Cloud first, with many “edge” solutions going straight to the
new platform, almost as a default; 78% reported that new
But we wanted to establish that this was indeed the situation applications were their focus for migration. Legacy systems
with the users of the Cloud: Who was leading on Cloud, what are mostly being left where they are for the time being.
were the drivers, how was it being managed? Capgemini
conducted quantitative research to explore whether this • IT and the business are aligned on the importance of cost
impression of pragmatic adoption indeed represented a real reduction as a Cloud driver. Cost was ranked highest on
and more general change in our key marketplaces. the lists of both business and IT drivers (52% and 51%).
From the interviews with 460 business and IT executives from • Cloud is now owned right across the business. A broad
around the world, we conclude that perspectives are indeed range of functions are now perceived to be involved in
shifting quickly and that Cloud is now much more firmly encouraging the use of Cloud – from the Board to Legal,
embedded within the business way of working. in addition to IT.
From the study data collected, these key findings stand out: In this report, we examine the evidence for these trends
in more detail, and highlight some key differences among
• Cloud decisions are being made more and more by geographies and business sectors. We also put forward
business managers (45%) rather than, or as well as, by recommendations for organizations in their migration to
IT (46%). We may be reaching a tipping point where the the Cloud.
business takes control.
5
6. Key Findings
Responsibility for
deciding Cloud
strategy lies with
business units in 45%
of cases, and with IT
departments only just
ahead with 46%.
6 Business Cloud: The State of Play Shifts Rapidly
7. Cloud the way we see it
Business is increasingly A first example of this shift is that more that confirmed they have a strategy,
“calling the shots” for than three-quarters of businesses responsibility for deciding it lies with
in our survey already have a Cloud business units in 45% of cases, and
Cloud adoption adoption strategy in place (Figure 1) with IT departments only just ahead
Just a few years ago, our hands-on – and an impressive 93% of North with 46% (Figure 2). At this stage
experience and discussions with America respondents. By contrast, in Cloud’s adoption, less than one
clients clearly showed that the impetus 35% of companies in Asia Pacific have organization in 10 entrusts the decision-
was coming almost exclusively from yet to focus on this aspect of their IT making to a third party.
the IT function. However, from the landscape in a concerted way.
data collected, it is clear that in many Not unsurprisingly, the results varied
organizations surveyed it is now the Developing a clear Cloud strategy is, somewhat by region. South America
business that is increasingly taking the in our view, a positive demonstration (Brazil), for example, could be deemed
lead when it comes to Cloud adoption. of growing Cloud maturity. However, to be ahead of the curve with about half
what is probably more interesting the companies surveyed reporting that
is that among those businesses the business was making the decisions,
Figure 1. Do you have a Cloud adoption strategy in place? (Percentage answering “yes,” by region)
7%
27%
73%
93%
22% 35%
65%
78%
YES 76% Total
NO 24% Total
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
7
8. compared with only 42% where they spread was much wider, from 92% of This step-by-step approach is
were made by IT. This difference may telecommunications/media companies demonstrated by our continuum of
reflect the highly dynamic business agreeing, to only 68% in manufacturing/ Cloud maturity (Figure 5). The majority
environment in this region. Also the automotive, a sector that generally categorized themselves as “maturing,”
Cloud is often associated with new has a rather conservative attitude to which we defined as being “between
processes and business initiatives that Cloud adoption. 51% and 70% of the way toward full
tend to be owned by the business, Cloud adoption.” Fewer than one in five
rather than legacy systems, traditionally These findings about decision-making considered themselves to be “close
the domain of IT. Many of the suggest that we are probably reaching to maturity,” which was defined as
organizations in this region are young a tipping point at which the business “having fully adopted the Cloud across
and so rely less on legacy applications. will dominate Cloud decisions in most the business” and only 5% were just
organizations. Although some people in embarking on the Cloud ladder.
This trend for the business to make the business might feel they can adopt
Cloud decisions is something that we Cloud solutions without the help of
had expected to happen over time, the IT department, the reality is that IT
but we had not predicted such a fast involvement is crucial.
rate of change. Why should this be?
One likely explanation is that, after Our view is that IT’s value-adding role
much obfuscation and hype in the early is best served as an expert enabler of Most companies are
adoption phase, the benefits of Cloud, the most appropriate Cloud adoption
such as the ability to move costs from for the business as a whole. A typical putting specific areas
capex to opex and increased speed-to- example of IT leadership would be the or applications into
market, are now well understood – and complex decision about which type of
not just by the technology visionaries cloud to use — public, private or hybrid. the Cloud as and
and promoters, but by those in the lines IT also needs to ensure that Cloud when they feel the
of business. becomes a viable platform — one that
enables the business — but also aligns need, rather than
As a result, our data indicated that and integrates with other IT activities taking a “big-bang”
business leaders are keen to drive without disruption. This is the job of the
adoption forward, particularly given IT department, and one that it alone approach.
current cost pressures and the need to has the expertise to do.
explore new business ideas quickly. As
Figure 3 shows, requirements — like
“reduced cost” and “time-to-market” —
were identified as drivers for moving to An incremental approach
the Cloud much more frequently than has enabled increasing
technical factors like “scalability” and Cloud maturity
“capability modernization.”
Most executives we interviewed were
In light of current economic pressures enthusiastic about Cloud – or perhaps
in most of the markets surveyed, it was we should say they felt a strong
assumed that business leaders were compulsion to use it, given that 88%
attracted to Cloud for its cost-saving said the economic climate was driving
potential; however, we wanted to test to them towards the Cloud. Even so, we
what extent this assumption was valid. found that companies are proceeding
The findings were conclusive. Almost with caution. Most are putting specific
90% of respondents overall agreed that areas or applications into the Cloud
their Cloud uptake was being driven by as and when they feel the need, rather
the economic climate (Figure 4), with than taking a “big bang” approach.
only an eight point spread separating
regions. From a sector perspective, the
8 Business Cloud: The State of Play Shifts Rapidly
9. Cloud the way we see it
Figure 2. Who makes decisions about Cloud?
Business Unit IT Organization Third Party
45.2% Total 46.0% Total 8.8% Total
NAM 42.6% NAM EMEA
48.9% 44.9% 8.5% 9.1%
NAM EMEA EMEA 46.0%
APAC 51.6%
40.0% 49.9%
SAM SAM APAC
APAC SAM 41.6% 8.5% 8.4%
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
Figure 3. What are the business drivers behind moving to the Cloud?
Reduced cost 52
Reduced time to market 41
Operational efficiencies 39
Free up data center space 35
Avoid operational expenses, preserve capital 34
Improved customer demand 33
Improved customer interaction 32
Leverage existing investments 27
Provide access to all consumers, all devices 23
Increased business agility 19
Support scalability requirements cost effectively 16
Increased e-commerce capabilities 7
Deliver new capabilities/modernization 5
0% 10% 20% 30% 40% 50% 60%
Note: Multiple responses allowed
9
10. Figure 4. Is the current economic climate driving Cloud uptake? (Percentage answering “yes,” by region and sector)
88% Agree Total
87% 86% 94% 87%
NAM EMEA APAC SAM
90% 86% 91% 90% 68% 92%
Retail Financial Energy/ Public Manufacturing/ Telecommuni-
Services Utilities Automotive cations/Media
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
Figure 5: How mature are you in terms of Cloud adoption?
5% 14% 64% 17%
Embarking Early Adoption Maturing Close to Maturity
10 Business Cloud: The State of Play Shifts Rapidly
11. Cloud the way we see it
As might be expected, North America, which we would classify as the most
mature “IT economy,” has the highest proportion of companies that are close to
Cloud maturity. South America has the highest concentration of companies at the
“embarking” stage, a reflection of its large number of relatively young but fast-
growing businesses (Figure 6).
When asked about the choice between private, public or hybrid Cloud solutions,
respondents indicated a clear preference for private. This reflects long-held concerns
about security and data sovereignty that continue to influence decisions. Forty
percent of executives cited off-premise and partner-hosted private Cloud solutions,
and an additional 26% cited on-premise private Cloud solutions. Just 19% said their
organization preferred a public Cloud approach.
Figure 6: How mature are you in terms of Cloud adoption? (Responses by region)
NAM EMEA APAC SAM
2% 5% 2% 5%
10% 9% 12%
14% 17% 19%
8%
38%
46% 68% 70% 75%
Embarking Early Adoption Maturing Close to Maturity
Base = All companies with a Cloud strategy
11
12. 12 Business Cloud: The State of Play Shifts Rapidly
13. Cloud the way we see it
Another aspect of this step-by-step dealing with a rapidly evolving network In the current economic climate, they
adoption is the use of multiple Cloud of Cloud providers and solutions appear to be cherry-picking the areas
vendors. We found that 72% of is to adopt a Cloud “orchestration” where they can get Cloud benefits
respondents are working, or planning approach. This will mitigate the risk of — like cost reduction and flexibility —
to work, with more than one vendor. the increasing complexity and ensure most easily, and equally importantly,
This surprised us initially because we that nothing stands in the way of with the least risk.
had expected that companies would reaping the benefits of the Cloud.
prefer to entrust their Cloud activities Looking ahead, the pace of adoption
to a single trusted vendor – to reduce The progressive approach to putting could well accelerate as businesses
complexity and lines of control. But applications into the Cloud is also start to expect these same benefits
in practice, however, we often see likely to be a function of trust. Only right across the systems landscape,
companies adopting a seemingly more 56% of organizations said they trusted and as they become more comfortable
piecemeal approach, in which vendors the Cloud with their data (Figure and confident with the Cloud.
that specialize in relevant applications 7), so companies are bound to be
are chosen to support the needs of a cautious about running certain types of
specific department or function, such applications in the Cloud.
as Sales and Marketing. Cloud is clearly the default
Although a lack of trust may still be for new applications
As this approach also applies to the slowing down the speed of Cloud
infrastructural aspects of the Cloud, this adoption for some organizations, the Investigating how Cloud solutions are
gives rise to the challenge of managing step-by-step approach to migration is being applied, more than three-quarters
a group of specialist suppliers. A way of on the whole serving companies well. of respondents said their Cloud activity
Figure 7: Do you trust the Cloud with your data? (Percentage answering “yes,” by region and sector)
56% Trust Total
62% 57% 55% 42%
NAM EMEA APAC SAM
40% 63% 54% 59% 55% 75%
Retail Financial Energy/ Public Manufacturing/ Telecommuni-
Services Utilities Automotive cations/Media
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
13
14. Examining regional and industry
differences in trust
The North American market – relatively mature in terms of general IT
adoption – indicated higher levels of trust in the Cloud at 62%, while
only 42% of South American companies showed the same level of
confidence, as depicted in Figure 7. There were also some striking
differences between industries. In retail, where transaction data has a
very high value to the enterprise, only 40% expressed trust, compared
with 59% in public and 75% of telecommunications and media
companies.
We also asked whether “people go with what they know and trust.”
A positive response was taken as indicating conservatism and
possible concerns about security. Some 52% agreed overall, but for
manufacturing/automotive, the figure was 76%, suggesting that firms
in this sector are particularly risk-averse, which might explain their
relatively slow pace of Cloud adoption.
NOTE - all companies would argue that data has a high value - so modifications help
clarify the difference with retail
Figure 8: Does your Cloud adoption focus on new applications? (Percentage answering “yes,” by region and sector)
78% New Applications
Total
77% 76% 74% 92%
NAM EMEA APAC SAM
84% 77% 80% 69% 68% 74%
Retail Financial Energy/ Public Manufacturing/ Telecommuni-
Services Utilities Automotive cations/Media
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
14 Business Cloud: The State of Play Shifts Rapidly
15. Cloud the way we see it
78%
of respondents said their
Cloud activity is focused
on new, as opposed to
legacy, applications.
15
16. is focused on new, as opposed to finding that noted that the business As with the business drivers, reducing
legacy, applications (Figure 8). Even is increasingly making Cloud-related costs was the most frequently cited
more — 83% — said they were using decisions. by around half of respondents. But
the Cloud to develop new applications close behind was shifting costs from
as well as running them in the Cloud. In our view, it makes sense to focus on capex to opex, and rapid scalability
new and critical parts of the business came a close third. Although we called
In South America, with its relatively that need rapid rollout and maximum these “IT drivers,” we believe they are
small number of legacy solutions, 92% flexibility and scalability. It is, of course, well understood and appreciated by
said they are focusing their adoption also more straightforward to implement business leaders today.
on new applications. Among sectors, new processes than to migrate
84% of retail respondents reported their processes that are encumbered by From a sector perspective, retail
Cloud activity was concentrated on new legacy technology and data. And it is organizations are more likely than
applications, a reflection of this sector’s also easier to realize Cloud benefits with average to cite reduced costs as a key
highly competitive environment and its applications that have been specifically driver for moving to the Cloud, probably
need to get products to market fast. designed to work in that environment. because of the cost-competitive nature
Legacy systems are mostly being left of their marketplace. On the other hand,
In addition to core processes, most where they are for the time being. moving from capex to opex is more of
organizations also have developed new, an issue for those in manufacturing/
innovative processes that are at the automotive and energy/utilities, no
edge of the business, rather than in its doubt a reflection of the capital-
core, and which are critical to growth. IT and the business are intensive nature of these industries.
These new processes are almost aligned on the importance
invariably owned by the business of cost-reduction drivers For financial services organizations, the
rather than IT, and the business is most important IT driver for the move
likely to evaluate the Cloud as the ideal In addition to ranking the importance to the Cloud is the ability to scale IT
platform to develop, test and launch of specific business drivers, we also up or down rapidly. This is no surprise
applications to the market as quickly wanted to assess the IT drivers for given this sector’s drive for increased
as possible. Based on this data and adopting Cloud, to establish the business agility and faster response
our work with clients, our observation differences and similarities. So we to market and regulatory changes, in
is that Cloud has become the default asked our respondent executives to order to maintain profits and focus on
in some organizations for hosting new also identify their key IT drivers for customer needs.
applications. This aligns to our earlier moving to the Cloud (Figure 9).
Figure 9: What is the key IT driver for the move to Cloud? (Top four responses)
Driving Moving from Ability to scale Improved service
down costs capex to opex IT needs up or to internal
down rapidly customers
51% 50% 48% 37%
Base = All companies with a Cloud strategy
16 Business Cloud: The State of Play Shifts Rapidly
17. Cloud the way we see it
Cloud is now owned right specific triggers or events which have Again, IT has a clear expert role to play,
across the business precipitated the move to the Cloud. to mitigate these risks and provide
What emerges is very much focused on confidence to the business, so the
We have established that Cloud is external client markets. New markets full Cloud benefits can be realized.
no longer the sole preserve of the IT or territories, applications and product These same concerns also help to
function – in terms of decision-making. lines are seen as the most important explain why most businesses are
Was this change to be reflected in the factors for a move to the Cloud, and currently pursuing both public and
organizational function that was driving these are all — at least initially — the private Cloud strategies, and spreading
Cloud adoption? Only two years ago, concern of the business rather than their perceived risk among multiple
experience would have indicated that of IT. Cloud vendors.
the overwhelming answer was “IT” as
being the key functional driver but, in The growing emphasis on Cloud Until now, we have seen many firms’
our 2012 survey, IT was named by just is also reflected in investment. Our Cloud activities paralyzed by real or
32% of respondents. survey found that enterprises are assumed problems with security,
looking to invest 25% more on Cloud privacy, data sovereignty, robustness
Not far behind, some 29% mentioned activities next year compared to now and manageability. These concerns
the Board, with Operations and the – 28% more in the case of those in have kept some organizations from
Chief Security Officer also getting North America. moving forward, even when the
frequent mentions (Figure 10). Clearly, business side is encouraging the use
Cloud is is no longer perceived as an Although business decision-makers of Cloud, because its benefits are now
IT-owned technology, but in a relatively have emerged as a driving force behind well understood. While these concerns
short timeframe, its effectiveness as an Cloud adoption, it is clear that IT still still exist, they are considered to have
enabling platform has been recognized has an essential and central role to less impact on the innovative activities
and has percolated throughout the play in overseeing and enabling the that take place at the edge of the
business. process. As Figure 12 shows, fears business. These activities therefore
of security breaches and issues with offer a natural opportunity to end the
One reason why business decision- data sovereignty continue to be seen paralysis and start using Cloud.
makers are playing an increasing role as significant impediments to Cloud
in the move to the Cloud is revealed adoption.
in Figure 11, which looks at the
Figure 10: Which functions are encouraging the move toencouraging
Figure 10: Which functions are Cloud? the move to Cloud?
IT 32
Board 29
Operations 21
Chief Security Officer (CSO) 20
HR 11
CMO 9
Legal 7
0% 5% 10% 15% 20% 25% 30% 35%
Note: Multiple responses allowed
Note: Multiple responses allowed
17
18. 18 Business Cloud: The State of Play Shifts Rapidly
19. Cloud the way we see it
Figure 11: What industry events/triggers will cause organizations to opt for the Cloud?
Emerging markets
and territories 42%
A new application 33%
New product lines 12%
A rapid move
out of recession 9%
A Y2K type event 2%
0% 10% 20% 30% 40% 50%
Figure 12: What are the top impediments preventing Cloud uptake?
Fear of security breaches 41
Issues with data sovereignty 35
Lack of integration 33
Lack of a clear Cloud strategy 30
Lack of agility in the business 30
Finding the right partner 27
Cost concerns 27
Lack of trust 26
Commitment to one partner 26
Confusion over which Cloud approach to take 23
Meeting regulation and governance needs 18
Lack of storage/security back-up 6
No Cloud DC in our region/country 4
Other 2
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Note: Multiple responses allowed
19
20. Recommendations
From a CIO perspective, the trend towards greater business • Undoubtedly, the business will continue to look to the CIO
ownership of a so-called IT platform may at first glance to make well-informed technical and architectural decisions,
appear to be challenging. But we believe that Cloud still such as whether legacy systems should run on a private,
represents an opportunity for IT to demonstrate expertise and public or hybrid Cloud and which platform and solution
management skills in orchestrating and enabling the most vendors to standardize on. So CIOs and their departments
applicable Cloud strategy. also need to take a well-orchestrated approach to the
Cloud landscape – bringing together all the constituents
We outline some brief recommendations: into a cohesive and mutually supporting whole, and dealing
with the most important inhibitors. This approach will
• In our opinion, organizations have a clear opportunity to ensure that the potential risk of increased complexity does
take advantage of the business side’s increasing ownership not stand in the way of reaping the benefits of the Cloud.
of Cloud initiatives to speed up Cloud adoption and truly IT must ensure that the Cloud makes business life simpler,
embed it within the organizational entity as an accepted and does not add managerial challenges.
way of working.
• It is therefore essential that IT and business leaders
• CIOs need to be aware of the shifting power balance establish or maintain an ongoing dialogue around Cloud
regarding Cloud, and to establish the most appropriate to ensure that the organization realizes the full benefits, as
role in this new dynamic. IT departments have a vital role migration moves ahead. This is no longer “just” a better
to play in ensuring that the business as a whole, and not alignment between both sides, but acknowledging that
just individual business units, gets the most out of Cloud. business change and evolving technology have already
They are uniquely positioned to ensure that Cloud initiatives become inseparable.
can be integrated with the rest of the IT facilities, and that
these initiatives meet the organization’s requirements for IT
governance and compliance.
20 Business Cloud: The State of Play Shifts Rapidly
21. Cloud the way we see it
Conclusion
Cloud hype used to be well ahead of the reality. But now as reality catches up with the hype,
the state of play is shifting, as evidenced by the key findings highlighted in this report. The most
significant, in our opinion, is that the Cloud has moved from a platform managed by IT to a way
of working that the business as a whole values and wants to use for important new initiatives.
These changes that are happening within the business provide fresh insights into Cloud
adoption. That the business, rather than IT, is increasingly driving Cloud adoption reflects the
fact that Cloud solutions offer a flexible and extremely cost-effective way to launch innovative
activities that will allow expansion into new areas.
Looking forward, we believe that Cloud is now fundamentally driving the future of business
and technology fusion – a phenomenon we call Business Cloud. No business change can
occur without the appropriate enabling technology, and it is Cloud that is putting the power of
information technology closer to the business than ever before.
It is clear that Cloud brings key qualities that are not only relevant to technology provisioning,
but also strongly influence the way organizations think about setting up and running their
business. Indeed it creates new, high expectations on the demand side, but it equally
transforms the way services and solutions are delivered on the supply side. This is why we
view Cloud not as a separate topic, but as a ubiquitous design principle that infuses the entire
business in all dimensions.
In the end, whatever the solution, it’s about the business benefiting from the Cloud, not about
the Cloud itself. It is simply Business Cloud.
21
22. Appendix:
About the Survey
Sample – by region and sector
The Capgemini “Business Cloud” study comprised 460
detailed telephone-based interviews with executives at
enterprises (most with over 10,000 employees) in selected
countries in key regions. An equal selection of IT and
business decision-makers were included to provide a
broad-based and balanced Cloud perspective.
Organizations in the following regions and countries were
included:
• North America (NAM): US
• Europe, Middle East and Africa (EMEA): UK, Germany,
France, Netherlands, Sweden
• Asia Pacific (APAC): India and China
• South America (SAM): Brazil
The survey targeted specific vertical sectors: retail, financial
services, energy/utilities, public, manufacturing/automotive
and telecommunications/media.
Data collection
Data collection took place during June and July 2012 with the
program designed and undertaken by independent research
company Coleman Parkes Research. Structured questions
were posed to those taking part in order to elicit current
thinking on Cloud.
22 Business Cloud: The State of Play Shifts Rapidly
23. Cloud the way we see it
Figure A1: Regional breakdown of responses
Actual Actual
99 Actual
%
Actual
460 %
22% 211 %
100 100%
45% %
Actual
50 22% Total
%
11%
NAM EMEA
APAC
SAM
NAM: North America EMEA: Europe, Middle East and Africa APAC: Asia Pacific SAM: South America
Figure A2: Sector breakdown of responses
Actual Actual Actual
101 52
% 460 % %
22% 11%
Actual
100% Actual
103 51
% Total %
23% 11%
Actual Actual
Retail 101 52
% % Telecommuni-
22% 11% cations/Media
Financial Manufacturing/
Services Automotive
Energy/ Public
Utilities
23